Mb0041-Financial and Management Accounting-4 Credits Free Essays

Bookkeeping ideas: Accounting is the language of business. Bookkeeping data must be appropriately recorded arranged, summed up and introduced. Bookkeepers receive the accompanying ideas in recording of records 1. We will compose a custom exposition test on Mb0041-Financial and Management Accounting-4 Credits or then again any comparable subject just for you Request Now Business Entity idea The specialty unit is treated as a different and unmistakable from the people who owe it.Hence business exchanges must be kept totally separate from the hidden undertakings of the proprietor this idea empowers the proprietor top discover the image of a business. 2. Going concern idea It is accepted that the business will exist for the future and exchanges are recorded starting here of view. A firm is supposed to be a going concern when there is neither the aim nor the need to wrap up its activity. At the end of the day, it proceeds to activity at its current scale in not so distant. 3. Cash Measurement Concept All exchanges are communicated and deciphered as far as money.Accounting records just those exchange, which are being communicated in financial terms through quantitative records are additionally kept. 4. Bookkeeping period idea A business is accepted to proceed uncertainly. So as to find out the situation of the business at various spans we need to pick the stretches for learning the money related position and operational outcomes at each such stretch, which is known as bookkeeping period. 5. Double Aspect idea Each exchange has two viewpoints. 1) Debit perspective. 2) Credit perspective. On the off chance that a business has procured a benefit it must have result,There has been a benefit prompting an expansion in the sum that the business owes to the owner Accounting Principles: The twofold section arrangement of bookkeeping depends on a lot of standard which is called sound accounting standards. It fuses the accord at a specific time as to: †¢Which monetary assets and commitments ought to be recorded as resources and liabilities by budgetary bookkeeping, †¢Which changes in resources and liabilities ought to be recorded †¢When these progressions are to be recorded, †¢How the advantages and liabilities and changes in them ought to be estimated, †¢What data ought to be unveiled and Which fiscal summary ought to be readied. Q . 2 Pass Journal sections for the accompanying exchanges. Arrangement: Journal DateParticulars LfDebitCredit Cash A/C Dr To capital A/C (Being Madan put resources into business) Purchase A/c Dr To money A/C (Being credit buys) Drawing A/C Dr To money A/C (Being money pulled back for individual use) Purchase A/C Dr To money A/C (Being money purchase)Wages A/C Dr To money A/C (Being compensation paid)70000 14000 3000 12000 5000 70000 14000 3000 12000 5000 Q. 3Explain the different sorts of blunders revealed by preliminary parity Ans: Those mistakes that can be unveiled by preliminary equalization can without much of a stretch be found. When the preliminary equalization doesn't count, the bookkeeper can continue to discover the spots where the blunders may have been submitted. The aggregate sum of contrast in the preliminary equalization is briefly moved to a â€Å"Suspense Account â€Å"so that it tends to be relieved as and when the blunder get rectified.Therefore the tension record g et charged or credited as the case might be on amendment of these sorts of mistake. Coming up next are blunders: a) Posting an off-base sum; This mix-up may happen while posting a passage from auxiliary book to record. b) Posting to an inappropriate side of a record: This blunder is submitted while posting passages from auxiliary book to record. c) Wrong totalling: Both under throwing and over throwing are distinguished by preliminary parity. in the event that any record is wrongly totalled, it gets reflected in the preliminary equalization. ) Omitting to post a section from auxiliary book to record: If a passage made in the auxiliary book doesn't get presented on record, the preliminary equalization doesn't count. e)Omission of a record out and out from being I appeared in preliminary parity. f) Posting an add up to a right record more than once; This outcome is irregularity in preliminary parity. g) Posting a thing to a similar side of two distinctive record accounts: If two records are charged/credited for a similar exchange, this sort of blunder happens. Q. 4 From the accompanying adjusts separated from trail balance, plan exchanging Account. Arrangement: The end stock toward the finish of the period is Rs. 6000 TRADING ACCOUNT FOR THE YEAR ENDINGâ€â€ Dr Particulars Rs Cr Particulars Rs To stock on 1-1-200470700 To buy 102000 (- ) Returns Outwards 3000 99000By deals 250000 (- )Returns Inwards 3000 247000 To carriage inwards5000By shutting stock56000 To import duty6000 To clearing charges7000 To Royalty10000 To Fire Insurance2000 To Wages8000 To Gas,electricity,water4000 To GROSS PROFIT91300 TOTAL303000TOTAL303000 Q. 5Differentiate Financial Accounting and the executives bookkeeping. Ans: S. NoBasis of differenceFinancial accountingManagement Accounting 1. . 3. 4. 5. 6. Item Nature Subject issue Compulsion Precision ReportingTo record different exchange so as to know the money related position. It is useful to investors, leasers, financiers and so on. It is primarily worried about the verifiable information. It is worried about surveying the aftereffects of the entire business. It is necessary in specific endeavors Actual figures are recorded and there is no space for utilizing rough figures It is set up to discover benefit and money related situation of the worry. It is valuable for outcasts. To help the administration in detailing arrangements and plans.It manages the projection of information for what's to come. It manages various units, Department and cost focuses. It isn't obligatory No representative is given to real figures. the estimated figures are more helpful than the specific figures It is just for interior use. Q. 6 Following is the Balance sheet of M/s Srinivas Ltd. you are required to set up a store stream articulation. The most effective method to refer to Mb0041-Financial and Management Accounting-4 Credits, Papers

Manhood, Power and Respect instead of Childhood Essay

Dave Saunders is the primary character of the story, the Theme of the Story is â€Å"Looking for Maturity, Respect and Power†. He is sick of been treated as a kid, needs to go through his cash to anything he desires, since his mother holds his cash, so he simply needs to demonstrate to the others that he is a Man. One day he chose to go the neighborhood store to purchase a weapon, which is the store of Mistah Joe, he approach Joe for an inventory, when he recovers the list he returned home, his mother sees the index, and she doesn’t let him to purchase, yet after he reveals to her that the house needs a firearm and furthermore that he’s going to give the weapon to his father, she gives $2 for him to get it. Following day he goes to Mistah Joe store to purchase the firearm, subsequent to getting it he goes to the field to appreciate the gun. Following day of work, his is eager to such an extent that now his has a firearm, he takes jenny the donkey and goes far awa y, so he can test the weapon, however incidentally he killed jenny. Notwithstanding, when everyone discovers that he is lying about jenny passing, he chose to get away and abandon all. Also, the story began this way. Dave Saunders 17 years of age, works at Mr. Hawkins fields, there is the spot he brings in his own cash, and furthermore when he starts his craving to get more seasoned, amazing and more regard. One day after he works at Mr. Hawkins fields he was going home and considering the conversation that he had with others field hands that day, and furthermore sick of being treated as a kid. He sets out to get a firearm for himself, so he can demonstrate more capacity to the others. Rather returning home he goes to the nearby store that they offer a mail-index, which is the store of Mistah Joe, when he arrives he approaches Mistah Joe for a weapon, Mistah Joe Surprised says to Dave â€Å"ain’t only a boy,† (Richard Wright) and he needn't bother with a firearm, however he by and by offer to sell an old gun left-hand completely stacked for $2 dollars, Dave goes to his home so eager to approach his mother for $2 dollars to buy the weapon, yet when he gets to his home Mrs. Saunders i s furious on the grounds that he has kept the supper pausing, he plunks down and Mrs. Saunders sees the list in his arm, and she estimates it, she takes the index and advises him to go wash his hands, when he returns, Dave was so beguiled by the list that he didn't see that his dad had addressed him and his food is before him. Be that as it may, he knows whether he asks his dad the cash the appropriate response would be a straight NO, and he feels that his mom is somewhat simpler to convince. In any case, when he begins a discussion with her, she lets him know â€Å"git outta here! Wear yuh talk t me session no weapon! Yuh a fool!† (Richard Wright), however Dave states that the family needs a firearm and after he gets it he will provide for his dad, Mrs. Saunders consents to purchase the weapon yet with one condition, when he purchases the firearm it needs to come directly to her ownership and furthermore make him guarantee that he will do it as she said. The principal thing he does in the following morning is go to the Mistah Joe store and buy the firearm, while he returns home, he stops in the field just to play with the weapon and he begins shooting symbolism objects, a while later he returns home, he breaks his guarantee since he conceal the weapon under his cushion and tells his Mrs. Saunders t hat the gun is covered up outside, and it isn't accurate. He goes out promptly toward the beginning of the day, ties the gun in his leg with a bit of wool and goes to Mr. Hawkins field, he connects Jenny the donkey and go furrow the field far away so he can working on firing the firearm and nobody would hear it, however a casualty occurred, he shot Jenny at his first shoot, when he understands that Jenny is been shot he attempted to plug grimy into the projectile opening to quit dying, yet Jenny before long bites the dust, he is startled about what occurred, he returns to Mr. Hawkins and attempting to recount to a credible anecdote about Jenny’s demise, a short time later somebody discovers Jenny and Dave make up a story that Jenny had something incorrectly and all of unexpected fell on the purpose of the furrow, however Mrs. Saunders knows it’s a falsehood, Dave is compelled to come clean, when he accepted that he slaughtered Jenny, Mr. Hawkins discloses to him that he needs to pay $50 dollars for the donkey, and he will take $2 dollars each long stretch of his compensation until he pays the $50 dollars. Dave feels irritated in light of the fact that he needs to take care of the donkey, likewise exceptionally furious on the grounds that all the others think he is a kid more now than any time in recent memory. He chooses to leave the city, by doing this he will abandon all, his adolescence and he will end up being a man as his longing. Dave Saunders is a kid that needs to get the force, the regard, the masculinity and furthermore the development that a large portion of the men have. The weapon appears to represent this to Dave’s eyes, however it’s been demonstrated that is only a fake creative mind. Work Cited Richard Wright’s Parody of the Hunt Tradition in â€Å"The Man Who Was Almost a Man†(Fall 1986). Detroit: Gale Group, 2000

Platfora

Platfora INTRODUCTIONMartin: Hi, today we are in San Mateo in the Platfora office. Hi Ben, who are you and what do you do?Ben: Well, thank you. So I’m the founder and executive chairman of Platfora. We are a big data analytics, big data discovery company which means we let regular people inside companies that generate a lot of data, we give them the tools to be able to visually analyze, understand, make sense of all that data, so that they aren’t just waiting for the IT organization. They can sit down in front of a beautiful experience, in front of a web browser, and potentially make sense of tera bytes or peta bytes of transactions, customer interaction data, machine data, and do really interesting actionable things from that data.Martin: How did you come up with the idea, and what did you do before?Ben: I was running product at a company called Greenplum, that was a database company doing analytics type things here in the Bay area. And it was bought by EMC and so I didn’t stick around very long at EMC. And post that, I was thinking about some of the changes happening in the industry and we saw the early signs of this new technology called Hadoop, and some of you know what Hadoop is, it’s an open source technology that lets you store large amounts of data and process it very efficiently in an open source way. But also saw that that wasn’t going to be enough. That could be the data lake to land to land all this data, but how do you enable the business to make sense of it, to enable the new workflows, to unlock value through the business. We saw a lot of people just trying to do the old practices in this new world and we said there’s a much better way, much better architecture.So I was sitting at a café in San Mateo, just around the corner, in June of 2011 with a couple of other guys and literally drew on a napkin the idea of this new approach, this new architecture. And just had this idea that maybe everyone is thinking of it wrong, that if you change the w ay that you think about the role of Hadoop, if you think about building this new type of stack on top of it, you could create this whole different level of experience. We thought about the iPhone as having changed the way you think about phones. If you talk to somebody who, before the iPhone, and tried to explain to them, they would have no idea was different between that and a normal phone, but when you see it, they understand. In the same way, can we create an experience that delights and makes working with these massive amounts of data easy for regular people and totally transforms the metaphor? And we saw a way to do that and that was the beginning.Martin: And did you just sit down with your co-founders, or just some people for getting feedback, or just some investors?Ben: A couple of folks who could be potentially part of the company. One of them was briefly involved and he went on to start another company of his own and is doing fine. The other guy has been very involved and w as a long time employee with the company and now is taking some time off. But it was great to see this kind of early group, and from there we started to quickly build this team of fantastic technologists, engineers, designers, product people, to start to bring this to life.Martin: What was the next step? So after the meeting?Ben: Yes.Martin: What actions did you take to really start a company?Ben: It was very clear to me that doing this was going to be a really big idea. It was a really big idea that I had very high confidence that we were going to be able to change the world in a meaningful way with this. But it wasn’t something that you could just do on the cheap. We needed to get a great team together, we needed to really build something, an organization to go execute on this. So, the very first thing I did was think about a few tracks. One was, “How do we write this down and write about what we’re doing to make sure we know what we’re talking about?” So we started writ ing up very quickly a provisional patent that sketched out the idea, and started to demo a prototype a little bit. In parallel, I started thinking about fundraising, because this wasn’t an idea where we could go build it all the way and then go raise money. If this was going to work, we had to go raise a significant amount of capital from the get-go. Fortunately, I had a pretty good reputation and experience and good access to investors and so I quickly assembled a pitch deck, went out to some early angel investors with the idea. Within a couple months going out and raising a larger round I got a few of them on social proof, these guys who really believed in the concept. And then I went out and talked to the big players, the series A investors, folks like Andreessen Horowitz, Sequoia, and many others and talked to those guys. I was very fortunate that within only two or three months of founding the company, had been able to close collectively about 7.2 million dollars led by Andre essen Horowitz, with Sutter Hill Ventures, with a collection of really great other angel investors and suddenly had this opportunity to really go and do it right.Martin: So, normally, when you have a seed round, then you go to the next step proving something and then raising the series A. In your case it was very very fast, maybe only two or three months in between.Ben: Less than that. Maybe a month and a half.Martin: Or even less. What did you prove? Because if you would have known “Okay, actually I’m totally fine right now. I can already raise series A, also based on a napkin.”Ben: So, I made a calculation and I think this is a very situational thing which was if I would have just walked into series A, people would have said, “We’ll give you a seed round. Get started. Show us something.” And if I would have just raised the seed round, people would have said, “Well, are you raising enough money to really prove anything?” So, what I did was, I literally scheduled them both in parallel, told the seed guys that I’d be going to the series A guys within a few weeks and told the series A guys that I was raising the seed and I’d be seeing them immediately with the seed money in my pocket already. And it’s a gamble because if I would have not raised seed money I would have showed up series A guys without anything raised, they would have looked me like, “What are you doing?” But I think it worked out very well.The seed guys, the angel investors, they loved the idea but they also believed we were going to be raising a series A with high confidence and so they get a slight discount they get to be champions and excited and be part of a round they wouldn’t otherwise be a part of. Then the series A guys would walk in the doorway and we had really raised a seed round and we really had that social proof and validation. In fact, we had somebody try to preempt the series A from that population of seed people the day before we started the real ser ies A conversation, which put it on a great footing because then we already had a competitive dynamic before we even got going.Martin: And, Ben, did you know that seed investors before or the series A investors or both?Ben: I knew some of the seed investors, a few of them. What I found was really interesting. In Silicon Valley, in particular, there is a great community of angels and seed investors and for any particular area there’re people who really specialize in it. It’s a unique thing about this area. And so once I found a few people that said, “Look, I’m interested. Let me introduce you to three friends.” And quickly this network opened up and I was able to reach, basically, everyone I needed to reach within a couple of weeks.And on the series A side I had built relationships, to some degree, with a lot of these larger VC funds but only as much as you can on the outside. When they heard I was doing something that could be interesting, you get a shot to go show them an d prove to them that it’s interesting. It’s not a license to go waste their time, but I had enough credibility that they wanted to hear what we were up to.Martin: So the key take away here would be that you need to get some social proof, so to speak, for going to the bigger fishes.Ben: Yes, and I think it’s changed a little bit today. The size of some of these angel rounds has increased and sometimes people are jumping straight to series A and raising these bigger rounds. And some of this is going to settle down again. It’s sort of cyclic. I do think that you need to decide what your aspirations are. If your goal is to build something that is a moderate sized company, you may not want to take a large round and so taking a smaller round you can show early traction. And if you can do that, and you can actually get to really using metrics, that’s a fabulous thing. If you know you have to raise more, then finding a way to avoid that trap where you raise maybe a million, and no w you just don’t have enough time to show anything significant enough and you’re back to fundraising again. That’s a real trap. If you know you have to raise more, you have to gut check, “Is it realistic?” But if you can’t how do you get the social proof enough on the elements so you don’t have to spend all your time fundraising. Because fundraising is great to celebrate, but it’s not the job of the entrepreneur at the end of the day. It’s how do you go put that money to work and actually build a company and hire great people. If you’re spending all your time fundraising, you’re not doing the other things you should be doing.Martin: When you started out what happens typically with the seed rounds, series A rounds and how do they compare to nowadays?Ben: Yes. I think when we were going in mid-2011, seed rounds might be 250K to a million and a series A might be 3-5 million. I think we’ve seen that increased up to maybe by 2x sometimes even 3x. Some of this is a little bit of frothiness that’s shaking out. But I think now things are settling down a little bit. I think it’s evolving. There are a lot more people trying to get into early stage investing. But I think that when you get to series A at the real VC firms they are probably just as selective as ever, if you want the top tier investors at the table with you.BUSINESS MODEL OF PLATFORAMartin: Ben, let’s talk about the business model.Ben: Sure.Martin: So, basically, who are your target customers, not only by industry, but also by function? And how did you approach them when you were very early on and how did this model might have changed?Ben: So we’re building software for global 2000, for companies that have large amounts of data. Things like transactional data, of course, and it’s a digital world so you might have web click stream data, ad data, loyalty, machine data, IoT, etc. So, all this data. And so we’re selling to large companies that do those buying processes in a l ot of cases. And so the model for us was to recognize that. Recognize that in the first few sales you do in any company, it’s basically the founder or the founding team are going out and finding those early champions, validating, testing the idea, getting people to sign up for some sort of beta so they can engage with the software, and then trying to convert those into the first one, two, three customers.So we did that. But then, very quickly, you start thinking about, “How do I start to hire real sales people and people who have sold to enterprises, sold to this kind of customers?” And so we hired someone who had a background in EMC. We hired someone who had a background at Cloudera. People who had experience with the big banks and others. Those early sales are exhausting but they’re critically important because it’s the first time the reality check of a real customer and the demands, testing to make sure your product can live up to that. And then there are various stages of growing up your organization and we’re still growing. And as you scale there are phases that different sales organizations go through, even post going public. It’s an ever changing dynamic.Martin: And how did you find the first beta customers and how did you foremost convince them to take part in your beta program, so to speak?Ben: Funnily enough, when we were just getting going, we happened to be going to a conference called a summit and I think within a month of starting the company. We hadn’t raised any money even at that point. And I didn’t want to go out and announce anything, but I wanted to be, at least, visible a little bit. And so being kind of a scrappy entrepreneur, I quickly went and rented a very small space on University Avenue in Palo Alto to be our first office. I just wrote a check. Three desks. And we threw a website up over the course of a couple of days, printed some business cards, and then turned up at the conference, and just chatted to people. And , you know, people asked questions, “Oh, who did found your company?” you know, ‘How many people are you now?’ And we didn’t say anything at that point. And there was a journalist who I knew pretty well who had written about us at Greenplum a lot, who was very curious about what we were doing and, in fact, he wrote this profile speculating on what we might be working on. And out of that we literally had a major entertainment company call us up the next day, wanting to know if they could try the software. We hadn’t built very much at that point. But it began one thread of conversation that then played out over the next 6-12 months as we developed the software to the point where we could start to give them something that they could really work with.And, in parallel, we worked our network. We reached out to people who we thought might be interested in various companies. One of the things that I think is very important in the beginning is you ask for feedback. You ask people to test. You not trying to say, “Hey, I want money from you,” But, “Here’s the value this could bring to you. We’d love to understand feedback on how this might matter to your organization.” And finding those key people who might be interested in being in a circle of providing that helpful feedback. Some of those will maybe be just friends of the company, but some of them could be the spark that will lead to a purchase down the road. And so, the first few were working through those relationships and also reaching out to people who, inbound, found us and landed a few early customers that way.Martin: Most entrepreneurs have a very big vision and they say, “Okay, this is where I want to go in 10 years, 20 years.” But still you need to somehow prioritize and make some kind of plan, a step-by-step approach, how you want to move forward, prioritize, do some trade-off things. How did you go about that in the beginning? Just shipping something that’s really good enough, b ut it’s fast, and still it’s not awesome but maybe it’s 2x-5x better than everything else.Ben: So I’m a big believer, in general, in a lot of the lean, MVP type of approaches. The minimum viable product is great as long as you know what your vision is so what’s the right thing to get you to that place. If you just build incrementally, that’s not enough. The tricky thing, in this case, was we did have a really big vision. We have a really big vision about transforming the whole way that business intelligence and data discovery happens. And to do this right, the analogy of the iPhone where you’re changing the whole stackmeans that we’re really innovating in three layers:the low level driving Hadoop technology,the in-memory acceleration, and building engineer, and thenthe visual, the front end and the way you work with data.And this is a lot for a start up to bite off. But we didn’t see a way to slice, just doing a piece of it, without really compromising the vision. And so what we did was we tried to build just enough up and down the stack. Recognizing that those early customers were going to be we wanted them to see value but they had to believe in the road map because there were going to be pieces that weren’t going to be there for a while. And that meant really selling a vision in a pretty significant way and then just progressively building it out.My background is in product management, but I’ve done engineering, marketing, and other things. Product management is core to my experience. And also I hired a fantastic VP of products a guy named Peter Schlampp who helped prioritize and think about the trade-offs. So we made very hard trade-off decisions along the way trying to blend design and technology and get the right experience. But it’s hard. People need something that is transformative. There’s often no super quick, low risk, let me do a little bit and test it. You have to kind of go far enough along so it’s enough that peop le really get the vision. And so that’s something that we’ve gambled on, we’ve raised enough money to push forward and get those proof points. And, I think, now we’re on version five of the product. We’re mature enough that the whole thing hangs together very nicely, but it is not an easy part. Sometimes I’m envious of people who can get proof and traction with 3-6 months of work, not 3-4 years of work.Martin: Ben, how are you currently managing and nurturing your customer relationships?Ben: We’re now at a scale where it goes from managing those first ten big customers, and, you know, big customers, global banks and others, and entertainment companies, and retailers, they take a lot of focus and customer success effort. You can’t just give them the technology and hope, but when you’re at ten you can sort of muscle though it by just checking in and being engaged and trying to do it in a very ad-hoc fashion. We’re now well past that. So now it’s very much about h ow do you build this reputable organization that is scaling and can scale with the growth. As part of this, I had actually been CEO of the company for about four and a half years. About three months ago I made the decision to promote Jason Zyntac, our president and COO, and did this in conjunction with the board, to CEO and I moved to the executive chairman slot. Partly because Jason’s this fantastic go-to-market focus leader, executive who understands intimately the whole, from sales and inquiring customers and building those executive relationships. He actually built a few services companies in the past. How do you go build the frameworks of success and the repeatability of that go-to-market machine?So we’re now running at a scale where, it’s still maturing, but we’re handling, adding numerous new companies each quarter and how do you unramp them and how do you make sure you have the right metrics to detect whther you are on the right track or not. And it’s an entirely d ifferent activity then how do you get the first five or ten going.Martin: And when you’re still continue looking at the customer relationships. So what type of measures are you using for measurement, like conferences, CRM, or email marketing, or having calls, or walking ins? And how often you do them?Ben: For customer success or for new acquisitions?Martin: For customer success.Ben: For customer success, here at Platfora, we look at a number of different things. For those customers that will let us, we look at telemetry from their systems so we see how they’re using the software. That is valuable. Not every customer lets us see that, but those who do, it tells us, not only are they using it but how are they using it and what are they doing.For us the biggest test is are we engaged on new use cases? Are they expanding and increasing the number of users using the software, the types of problems their solving? Are they engaged with us around things they want us to see, in terms of the road map, or where we’re going as a company. And so we have a team that’s really looking at those kinds of conversations, measuring what they’re seeing back, and also try to drive new projects and new usage, pretty proactively. And when we see customers that may have plateaued, often it’s because they lost somebody who was passionate and driving. We want to make sure that we reignite that viralality, reengage and try to get in there quickly to keep them really successful.ADVICE TO ENTREPRENEURS FROM BEN WERTHER In San Mateo (CA), we meet Founder Executive Chairman of Platfora, Ben Werther. Ben talks about his story how he came up with the idea and founded Platfora, how the current business model works, as well as he provides some advice for young entrepreneurs.INTRODUCTIONMartin: Hi, today we are in San Mateo in the Platfora office. Hi Ben, who are you and what do you do?Ben: Well, thank you. So I’m the founder and executive chairman of Platfora. We are a big data analytics, big data discovery company which means we let regular people inside companies that generate a lot of data, we give them the tools to be able to visually analyze, understand, make sense of all that data, so that they aren’t just waiting for the IT organization. They can sit down in front of a beautiful experience, in front of a web browser, and potentially make sense of tera bytes or peta bytes of transactions, customer interaction data, machine data, and do really interesting actionable things from that data.Martin : How did you come up with the idea, and what did you do before?Ben: I was running product at a company called Greenplum, that was a database company doing analytics type things here in the Bay area. And it was bought by EMC and so I didn’t stick around very long at EMC. And post that, I was thinking about some of the changes happening in the industry and we saw the early signs of this new technology called Hadoop, and some of you know what Hadoop is, it’s an open source technology that lets you store large amounts of data and process it very efficiently in an open source way. But also saw that that wasn’t going to be enough. That could be the data lake to land to land all this data, but how do you enable the business to make sense of it, to enable the new workflows, to unlock value through the business. We saw a lot of people just trying to do the old practices in this new world and we said there’s a much better way, much better architecture.So I was sitting at a café in S an Mateo, just around the corner, in June of 2011 with a couple of other guys and literally drew on a napkin the idea of this new approach, this new architecture. And just had this idea that maybe everyone is thinking of it wrong, that if you change the way that you think about the role of Hadoop, if you think about building this new type of stack on top of it, you could create this whole different level of experience. We thought about the iPhone as having changed the way you think about phones. If you talk to somebody who, before the iPhone, and tried to explain to them, they would have no idea was different between that and a normal phone, but when you see it, they understand. In the same way, can we create an experience that delights and makes working with these massive amounts of data easy for regular people and totally transforms the metaphor? And we saw a way to do that and that was the beginning.Martin: And did you just sit down with your co-founders, or just some people for getting feedback, or just some investors?Ben: A couple of folks who could be potentially part of the company. One of them was briefly involved and he went on to start another company of his own and is doing fine. The other guy has been very involved and was a long time employee with the company and now is taking some time off. But it was great to see this kind of early group, and from there we started to quickly build this team of fantastic technologists, engineers, designers, product people, to start to bring this to life.Martin: What was the next step? So after the meeting?Ben: Yes.Martin: What actions did you take to really start a company?Ben: It was very clear to me that doing this was going to be a really big idea. It was a really big idea that I had very high confidence that we were going to be able to change the world in a meaningful way with this. But it wasn’t something that you could just do on the cheap. We needed to get a great team together, we needed to really build something, an organization to go execute on this. So, the very first thing I did was think about a few tracks. One was, “How do we write this down and write about what we’re doing to make sure we know what we’re talking about?” So we started writing up very quickly a provisional patent that sketched out the idea, and started to demo a prototype a little bit. In parallel, I started thinking about fundraising, because this wasn’t an idea where we could go build it all the way and then go raise money. If this was going to work, we had to go raise a significant amount of capital from the get-go. Fortunately, I had a pretty good reputation and experience and good access to investors and so I quickly assembled a pitch deck, went out to some early angel investors with the idea. Within a couple months going out and raising a larger round I got a few of them on social proof, these guys who really believed in the concept. And then I went out and talked to the big players, the serie s A investors, folks like Andreessen Horowitz, Sequoia, and many others and talked to those guys. I was very fortunate that within only two or three months of founding the company, had been able to close collectively about 7.2 million dollars led by Andreessen Horowitz, with Sutter Hill Ventures, with a collection of really great other angel investors and suddenly had this opportunity to really go and do it right.Martin: So, normally, when you have a seed round, then you go to the next step proving something and then raising the series A. In your case it was very very fast, maybe only two or three months in between.Ben: Less than that. Maybe a month and a half.Martin: Or even less. What did you prove? Because if you would have known “Okay, actually I’m totally fine right now. I can already raise series A, also based on a napkin.”Ben: So, I made a calculation and I think this is a very situational thing which was if I would have just walked into series A, people would have s aid, “We’ll give you a seed round. Get started. Show us something.” And if I would have just raised the seed round, people would have said, “Well, are you raising enough money to really prove anything?” So, what I did was, I literally scheduled them both in parallel, told the seed guys that I’d be going to the series A guys within a few weeks and told the series A guys that I was raising the seed and I’d be seeing them immediately with the seed money in my pocket already. And it’s a gamble because if I would have not raised seed money I would have showed up series A guys without anything raised, they would have looked me like, “What are you doing?” But I think it worked out very well.The seed guys, the angel investors, they loved the idea but they also believed we were going to be raising a series A with high confidence and so they get a slight discount they get to be champions and excited and be part of a round they wouldn’t otherwise be a part of. Then the se ries A guys would walk in the doorway and we had really raised a seed round and we really had that social proof and validation. In fact, we had somebody try to preempt the series A from that population of seed people the day before we started the real series A conversation, which put it on a great footing because then we already had a competitive dynamic before we even got going.Martin: And, Ben, did you know that seed investors before or the series A investors or both?Ben: I knew some of the seed investors, a few of them. What I found was really interesting. In Silicon Valley, in particular, there is a great community of angels and seed investors and for any particular area there’re people who really specialize in it. It’s a unique thing about this area. And so once I found a few people that said, “Look, I’m interested. Let me introduce you to three friends.” And quickly this network opened up and I was able to reach, basically, everyone I needed to reach within a couple of weeks.And on the series A side I had built relationships, to some degree, with a lot of these larger VC funds but only as much as you can on the outside. When they heard I was doing something that could be interesting, you get a shot to go show them and prove to them that it’s interesting. It’s not a license to go waste their time, but I had enough credibility that they wanted to hear what we were up to.Martin: So the key take away here would be that you need to get some social proof, so to speak, for going to the bigger fishes.Ben: Yes, and I think it’s changed a little bit today. The size of some of these angel rounds has increased and sometimes people are jumping straight to series A and raising these bigger rounds. And some of this is going to settle down again. It’s sort of cyclic. I do think that you need to decide what your aspirations are. If your goal is to build something that is a moderate sized company, you may not want to take a large round and so taking a sm aller round you can show early traction. And if you can do that, and you can actually get to really using metrics, that’s a fabulous thing. If you know you have to raise more, then finding a way to avoid that trap where you raise maybe a million, and now you just don’t have enough time to show anything significant enough and you’re back to fundraising again. That’s a real trap. If you know you have to raise more, you have to gut check, “Is it realistic?” But if you can’t how do you get the social proof enough on the elements so you don’t have to spend all your time fundraising. Because fundraising is great to celebrate, but it’s not the job of the entrepreneur at the end of the day. It’s how do you go put that money to work and actually build a company and hire great people. If you’re spending all your time fundraising, you’re not doing the other things you should be doing.Martin: When you started out what happens typically with the seed rounds, series A roun ds and how do they compare to nowadays?Ben: Yes. I think when we were going in mid-2011, seed rounds might be 250K to a million and a series A might be 3-5 million. I think we’ve seen that increased up to maybe by 2x sometimes even 3x. Some of this is a little bit of frothiness that’s shaking out. But I think now things are settling down a little bit. I think it’s evolving. There are a lot more people trying to get into early stage investing. But I think that when you get to series A at the real VC firms they are probably just as selective as ever, if you want the top tier investors at the table with you.BUSINESS MODEL OF PLATFORAMartin: Ben, let’s talk about the business model.Ben: Sure.Martin: So, basically, who are your target customers, not only by industry, but also by function? And how did you approach them when you were very early on and how did this model might have changed?Ben: So we’re building software for global 2000, for companies that have large amounts of da ta. Things like transactional data, of course, and it’s a digital world so you might have web click stream data, ad data, loyalty, machine data, IoT, etc. So, all this data. And so we’re selling to large companies that do those buying processes in a lot of cases. And so the model for us was to recognize that. Recognize that in the first few sales you do in any company, it’s basically the founder or the founding team are going out and finding those early champions, validating, testing the idea, getting people to sign up for some sort of beta so they can engage with the software, and then trying to convert those into the first one, two, three customers.So we did that. But then, very quickly, you start thinking about, “How do I start to hire real sales people and people who have sold to enterprises, sold to this kind of customers?” And so we hired someone who had a background in EMC. We hired someone who had a background at Cloudera. People who had experience with the big ban ks and others. Those early sales are exhausting but they’re critically important because it’s the first time the reality check of a real customer and the demands, testing to make sure your product can live up to that. And then there are various stages of growing up your organization and we’re still growing. And as you scale there are phases that different sales organizations go through, even post going public. It’s an ever changing dynamic.Martin: And how did you find the first beta customers and how did you foremost convince them to take part in your beta program, so to speak?Ben: Funnily enough, when we were just getting going, we happened to be going to a conference called a summit and I think within a month of starting the company. We hadn’t raised any money even at that point. And I didn’t want to go out and announce anything, but I wanted to be, at least, visible a little bit. And so being kind of a scrappy entrepreneur, I quickly went and rented a very small space on University Avenue in Palo Alto to be our first office. I just wrote a check. Three desks. And we threw a website up over the course of a couple of days, printed some business cards, and then turned up at the conference, and just chatted to people. And, you know, people asked questions, “Oh, who did found your company?” you know, ‘How many people are you now?’ And we didn’t say anything at that point. And there was a journalist who I knew pretty well who had written about us at Greenplum a lot, who was very curious about what we were doing and, in fact, he wrote this profile speculating on what we might be working on. And out of that we literally had a major entertainment company call us up the next day, wanting to know if they could try the software. We hadn’t built very much at that point. But it began one thread of conversation that then played out over the next 6-12 months as we developed the software to the point where we could start to give them something that t hey could really work with.And, in parallel, we worked our network. We reached out to people who we thought might be interested in various companies. One of the things that I think is very important in the beginning is you ask for feedback. You ask people to test. You not trying to say, “Hey, I want money from you,” But, “Here’s the value this could bring to you. We’d love to understand feedback on how this might matter to your organization.” And finding those key people who might be interested in being in a circle of providing that helpful feedback. Some of those will maybe be just friends of the company, but some of them could be the spark that will lead to a purchase down the road. And so, the first few were working through those relationships and also reaching out to people who, inbound, found us and landed a few early customers that way.Martin: Most entrepreneurs have a very big vision and they say, “Okay, this is where I want to go in 10 years, 20 years.” But s till you need to somehow prioritize and make some kind of plan, a step-by-step approach, how you want to move forward, prioritize, do some trade-off things. How did you go about that in the beginning? Just shipping something that’s really good enough, but it’s fast, and still it’s not awesome but maybe it’s 2x-5x better than everything else.Ben: So I’m a big believer, in general, in a lot of the lean, MVP type of approaches. The minimum viable product is great as long as you know what your vision is so what’s the right thing to get you to that place. If you just build incrementally, that’s not enough. The tricky thing, in this case, was we did have a really big vision. We have a really big vision about transforming the whole way that business intelligence and data discovery happens. And to do this right, the analogy of the iPhone where you’re changing the whole stackmeans that we’re really innovating in three layers:the low level driving Hadoop technology,the in-m emory acceleration, and building engineer, and thenthe visual, the front end and the way you work with data.And this is a lot for a start up to bite off. But we didn’t see a way to slice, just doing a piece of it, without really compromising the vision. And so what we did was we tried to build just enough up and down the stack. Recognizing that those early customers were going to be we wanted them to see value but they had to believe in the road map because there were going to be pieces that weren’t going to be there for a while. And that meant really selling a vision in a pretty significant way and then just progressively building it out.My background is in product management, but I’ve done engineering, marketing, and other things. Product management is core to my experience. And also I hired a fantastic VP of products a guy named Peter Schlampp who helped prioritize and think about the trade-offs. So we made very hard trade-off decisions along the way trying to blend desi gn and technology and get the right experience. But it’s hard. People need something that is transformative. There’s often no super quick, low risk, let me do a little bit and test it. You have to kind of go far enough along so it’s enough that people really get the vision. And so that’s something that we’ve gambled on, we’ve raised enough money to push forward and get those proof points. And, I think, now we’re on version five of the product. We’re mature enough that the whole thing hangs together very nicely, but it is not an easy part. Sometimes I’m envious of people who can get proof and traction with 3-6 months of work, not 3-4 years of work.Martin: Ben, how are you currently managing and nurturing your customer relationships?Ben: We’re now at a scale where it goes from managing those first ten big customers, and, you know, big customers, global banks and others, and entertainment companies, and retailers, they take a lot of focus and customer success effort . You can’t just give them the technology and hope, but when you’re at ten you can sort of muscle though it by just checking in and being engaged and trying to do it in a very ad-hoc fashion. We’re now well past that. So now it’s very much about how do you build this reputable organization that is scaling and can scale with the growth. As part of this, I had actually been CEO of the company for about four and a half years. About three months ago I made the decision to promote Jason Zyntac, our president and COO, and did this in conjunction with the board, to CEO and I moved to the executive chairman slot. Partly because Jason’s this fantastic go-to-market focus leader, executive who understands intimately the whole, from sales and inquiring customers and building those executive relationships. He actually built a few services companies in the past. How do you go build the frameworks of success and the repeatability of that go-to-market machine?So we’re now running at a s cale where, it’s still maturing, but we’re handling, adding numerous new companies each quarter and how do you unramp them and how do you make sure you have the right metrics to detect whther you are on the right track or not. And it’s an entirely different activity then how do you get the first five or ten going.Martin: And when you’re still continue looking at the customer relationships. So what type of measures are you using for measurement, like conferences, CRM, or email marketing, or having calls, or walking ins? And how often you do them?Ben: For customer success or for new acquisitions?Martin: For customer success.Ben: For customer success, here at Platfora, we look at a number of different things. For those customers that will let us, we look at telemetry from their systems so we see how they’re using the software. That is valuable. Not every customer lets us see that, but those who do, it tells us, not only are they using it but how are they using it and what are they doing.For us the biggest test is are we engaged on new use cases? Are they expanding and increasing the number of users using the software, the types of problems their solving? Are they engaged with us around things they want us to see, in terms of the road map, or where we’re going as a company. And so we have a team that’s really looking at those kinds of conversations, measuring what they’re seeing back, and also try to drive new projects and new usage, pretty proactively. And when we see customers that may have plateaued, often it’s because they lost somebody who was passionate and driving. We want to make sure that we reignite that viralality, reengage and try to get in there quickly to keep them really successful.ADVICE TO ENTREPRENEURS FROM BEN WERTHERMartin: And let’s talk about your learnings over the last years. This is not the first company that you’ve tried to start. Over the years, what have been the patterns or learnings that you have seen that you ca n share with other people, interested in becoming an entrepreneur?Ben: Yes. I think for me there are a few big ones. One of the biggest is the idea of culture and people. It sounds obvious, but when you’re five or ten people at the beginning, everybody is pretty excited, you kind of know where you want to go. It’s pretty simple. The people you have at that point. It’s new and it’s exciting and everybody knows where they want to go and things aren’t that complicated at the people level, at some level. What you discover as you start to grow, is that the people you hire, the cultural decisions that you value, start to manifest in ways that you were either were deliberate about or you weren’t deliberate about, but start to create an environment that often reflects the founder and the early team. But it is something that becomes woven in the DNA of the company. So if you don’t take it seriously, some companies say, “We don’t care about culture.” And culture doesn’t mean you have ping pong tables and food. It’s like, “What do you value? What matters?” When someone is making a decision, is it they’re leaning towards the customer, making the customer delighted, is it about being fierce and winning at all costs? There’s lots of different choices you make in what you value.But those decisions really shape an organization and they shape who you’re going to be when you’re a thousand people, or ten thousand people. And those decisions get made early, and much earlier than you think, and so it’s not indulgent to think about that when you have three people in a room and take a half hour. We literally took half an hour when were three people, and wrote down on a piece of paper, “What do we value?” And it really is still very core, in many ways, to what we’re all about.Martin: Can you elaborate a little bit about these values and how you derived them?Ben: Yes. I think there are a few things about values that matter. One is they’ve got to be authentic to the company. You can’t enforce values that you’re not living. If someone writes down a value and you’re not prepared to go live that way. If you’re not already living that way as a company, it doesn’t really mean very much. So, it has to be authentic. Usually it’s great if it comes from the team, or the team has a role in it and it doesn’t feel like it’s been handed down from on high.And I think one of the biggest things is particularly the leader. Everybody looks at the leader and the leadership team, but the CEO in particular. And the other founders and say, “Do they live by these rules?” I’ve seen companies where there are founders that believe they are somehow above this. They can operate on their own rules and everybody else just says, “If it doesn’t apply to them, it doesn’t apply to me.” So you either internalize it and make it who you are, or it’s pretty meaningless.I think the other side of this is as you grow, as the n umber of people grow, you realize that people are complicated. Everybody has things going on. In good ways and bad ways, people have their lives outside of work. And as you add more people you add more of that richness of just the complexity of people. Part of being a great leader is, one, that you have to be passionate about engaging in that. It’s sometimes a messy business. It’s not just you hire an HR leader and they handle people. You’ve got to be passionate you have to care about understanding what people care about. How are they internalizing the vision and lead them with confidence. And I think that’s something that has been really interesting and exciting to me and I think I enjoy that whole thing side of it that goes far beyond the technology of the product.Martin: Is there any other advice you think, “Wow, this would be so awesome if I would had known that before I started the company?”Ben: I think there’s something which, I did know, but I think is important is that I know a lot of entrepreneurs are anxious to start a company, “I want to go find an idea because I want to start a company.” And that itch is to go want to create something, build something like I get it, I’ve had it. If you have it, it’s great to act on it, not to just wait years and suppress it. But, at the same time, if you’re staring a company, there’s an opportunity cost that comes with that. I’ve seen people in a rush to start a company pick an idea that they’re not really passionate about. They just say, “I want to start a company and I’m going to go just do this thing and see how it goes.” Or they pick something and they haven’t really tested the size of the market, etc. And I think that you realize you’re spending three, four, five, ten years of your life doing something that maybe isn’t that interesting a market.You never really know, the world is changing, but maybe you want to think about, “Is it a big market? Are you catching? Is it some rift in the world that’s changing that is going to make this thing more important?” The world is not static, but there are many pieces of the world don’t change that quickly, so if you want to go and do something in places of the world that are changing that quickly, it’s very hard to make things happen. The more you’re able to align with the forces of change in the world and the rifts that are opening up, the more you can be part of the grounds well of change and make that time really worthwhile. In anything I do I think about this as much as I want to start something, whatever I choose is at the expense of whatever else I could have thought of three months from now, six months from now, a year from now. That’s not an excuse to just put it off. But, you’ve got to gut check, “Is this the thing I really want to go do?”Martin: Ben, thank you so much for your time and sharing your insights.Ben: Absolutely. Thank you very much.Martin: If you are running a comp any, and you really want to understand what is happening there building some knowledge and based on this knowledge building some really awesome insight for your products, maybe Platfora will help you get some insights.Ben: Thank you.Martin: Thanks. Bye bye.

Esl Teacher Interview Paper - 1130 Words

Michelle Snyder ESL Teacher Interview TE 826 Dr. Glenn Tracy 2-22-12 My person that I interviewed is very unique besides being a very good teacher. She had received the honor of being selected ‘Teacher of the Year† a few years back here at Perkins County Schools (Grant, NE), so I knew her methods and strategies were tried and true. She has several different hats in our school system with English Language Learner (ELL) being just one part. She was asked to work with/for me in this program with our high school ELL students while I concentrated on Elementary and Middle School. She is in charge of the district’s Speech department which has also had great success. Finally, she is the school’s Spanish teacher, and a very good one. I have†¦show more content†¦Constantly being around different types of people and different languages, Tate came to believe this as her way of life and so then wanted to learn more about these cultures and teach/help these people. In all of her experience with different diversities, she say s she believes students from China are superb. Not to say anything negative about other cultures but Chinese students would come to school, at any level, with a strong desire to learn and nothing was going to get in their way. Ms. Tate is very fluent in Spanish and feels that knowing that language has helped her in becoming a more effective teacher the Latin Americans ELLs. She can tell if a student has some hang ups in the English language and therefore can recognize where the problem lies. She can see if they are not getting a certain language pattern and why, then she can compare the two languages and focus on how to get through the barrier by explaining the differences between the two patterns. Tate also says using the Krashen method where there is more comprehensible input and not everything is based on output produces better results than when she taught before and students had to listen for a long time before producing anything. She loves the curriculum we have: Sopris, Direct Instruction for true Spoken English. It is based on Krashen and gives comprehensible input in repetitive patterns in small doses. It runsShow MoreRelatedA Teacher Is Very Important For A Student878 Words   |  4 PagesA Teacher is very important for a student. The teacher has the largest amount responsibility to influence the lives of students. With this responsibility teacher’s gets pride and joy, therefore, all teachers have to struggle for to be a good instructor. â€Å"A good teacher can be defined as someone who always pushes students to want to do their best while at the same time trying to make learning interesting as well as creative†. 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Summary The Night - 1443 Words

Journal 18 Opening his eyes, the man discovered that his fellow companion had already woken up and was patiently was patiently waiting for its master to rise from his deep slumber. Every single day was the same for him, whether it be in the morning, afternoon, or evening; however, he did not mind that his life was comprised of repetitions involving the most monotonous tasks. One of his tasks involved ringing a bell, of which he neither had no clue as to why he was doing it nor when he started doing it. But the man never ceased his daily routine because he felt strongly compelled to continue his so-called job. It was less of a physical force and more of a spiritual pressure that contributed to this seemingly meaningless task. Perhaps, in retrospect, one of the primary reasons he carried on his duty was his fascination with the vast sky that had clouds in abundance. Contrary to his ascetic appearance, the man had a strong background in physics, understanding that clouds are white because the whit e light of the sun scatters off the clouds through Mie scattering. He craved knowledge and coveted deep understanding. The maxim that knowledge is power suited the man more than anyone else. Journal 19 The sky is clear, but looking into the background divulges a different sentiment altogether. After travelling on the road for many weeks to reflect on past events, the lady parks to take a brief walk and a breather. The landscape is barren and all the various signs to her left reflect anShow MoreRelatedSummary : The Night 1109 Words   |  5 Pagesthose dark, serious eyes. They scanned me from head to toe; and then he backed up and barked Okay marines, it is time for the drill. Follow me in single order! He led us to an obstacle course he and the other higher ranking officers had set up the night before. It consisted of the standard tire jumping, some pull-up bars, as well as ropes, and more. Doing all these drills in the sand was difficult and he had been ramping up the difficulty of each drill slightly the past few weeks; putting us to theRead MoreSummary Of The Night 1309 Words   |  6 Pagesfilled with gibberish that had nothing to do with him or the barbeque. Anasazi had definitely ruined my day. Why did she have to point it out to me that even though I appeared white, I was a Negress. I had already been wondering about our wedding night too. Wondering if it was going to be bad, or if he was an experienced enough lover to make it enjoyable, as Angelique said it could be with the right one. I was still not exactly sure of what to expect, although I did know that making love meant takingRead MoreSummary : The Night 876 Words   |  4 Pagesbreakfast. They were going to see if their friends Ryan and Justin just next door wanted to go with them to the park that was just down the street from their house. They walked through the front yard, the grass was all dewy and wet from the rain the night before. The girls walked up the steep brick steps to Ryan s front door, ding, dong went the loud door bell. They waited on the red brick porch until Ryan answered the door, when answers the door he was still in his blue pajamas. Hey RyanRead MoreSummary Of The Night 1371 Words   |  6 PagesThe day was really dreary the day Lorraine’s parents died. When she got the call from her older brother, she was told that their parents died in a fire at a bakery. After they were done with the funeral, Lorraine went home with Grandma Anna. Lorraine packed her stuff and went to live in Grandma Anna’s hotel. Kai, Lorraine’s older brother texted Lorraine that he was going to marry his fiance next month. When Lorraine goes to meet Kai and his fiancee, her neighbors gives her some food and some necessaryRead MoreSummary Of The Night Essay1439 Words   |  6 Pagestimes in the past two months and tonight will be number four. He likes his victims to be young, helpless females who he can easily lure into his home and strangle them. In that moment, I decide that no matter what, I will kill this guy before the night is though. Although I try to catch his attention by winking at him and smiling cutely, I cannot seem to get him to even look at me. I mean why wouldn’t he look at me, I am the most cute and helpless looking girl in this bar with my long ash blondeRead MoreSummary : The Night 1499 Words   |  6 PagesMorgana takes her foot off the gas pedal and presses down on the brake stopping the car outside 2106 Mayday road. As I was thanking whatever deity let me survive such a traumatic experience the seat belt unbuckles itself. The passenger door swings open, and I jump out of the car planning to say hello the ground by kissing it then realize the sidewalk isn t very clean so I don t. Morgana and I walk up to a house that looks like all the others on this street who could possibly know that one of theRead MoreSummary : The Night 825 Words   |  4 PagesPROLOGUE Everyday goes by in high school all the same, monday to friday from 7:45-2:25. The jocs are in the gym, the cheerleaders are well cheering for them, the stoners are outside by the side of the gym doing a deal, the geeks are in the library reading and trading comic books, the nerds are in the science room talking about how much they hate the populars and how they are going take over the world one day, the couples are in the bathroom stalls, and then there is me, Teagan Powers and of courseRead MoreSummary Of The Night 850 Words   |  4 PagesHe drifted in and out of sleep throughout the night. His mind plagued with what-ifs. There had to be a way to compromise, as he had with the druids. However, there was so much fear instilled prejudice against magic users that even the peaceful nomads still faced persecution within various parts of his kingdom. He recalled the old woman whom he and Merlin had saved from the pyre in her village. The one who had given him the Horn of Cathbhadh. He knew nothing about her or what she had been accusedRead MoreSummary Of The Night 1693 Words   |  7 Pageskiss and an absolutely-positively fake smile. It honestly pissed Dipper off they were trying to keep him in the dark. He knew that they were in financial trouble, but he wasn t sure why. And his parents never seemed to discuss why during their late-night arguments. They just yelled, swore, and slammed a lot of stuff. Ben, what are we going to do?! His mom angrily asked his dad. There s no way we can go on like this. We re going to have to start making some sacrifices. And that includes you, tooRead MoreSummary Of The Night 1357 Words   |  6 Pages Chapter One: He was sleeping, anyway with a gun inside his boots next to the bed. Silence, it was everything. In the middle of the night, he heard a breath. It was not his breath. He realized that wasn’t alone, so he tried to stretch his arm to get the boots, but they weren’t there. In that moment he sat on the bed prepared to fight. Lights on. It was someone pointing to his head with a gun, he didn’t know who it was because that person had a mask. - Are you Luck? – The man asked, but the boy didn’t

The Lottery Story Free Essays

Would you expect a killing on a nice summer day to replenish field crops to be a part of a town tradition? There is a bleak town in Shirley Jackson’s short story â€Å"The Lottery.† Lottery is not defined by winning but losing according to one’s optimism. It implies the action and behavior passed through generations that are undoubtingly accepted. We will write a custom essay sample on The Lottery Story or any similar topic only for you Order Now In which an individual is chosen to be sacrificed for that year by being stoned to death. Because of tradition, everyone in the community becomes an accessory to murder. Tradition and sacrifice are words that we hold sacred to our heart. But we soon learn how tradition can monopolize our minds hold a superior command over people and demonstrate how merciless and evil people can be to one another including family. Tradition is not easily broken but it can hold great power over people. This community has embraced this barbaric routine as a tradition yet is reluctant to change. In the town square on June 27th at 10 am this rural town gathers for their annual lottery. This 80yr old tradition shows no sign of abolishment nor a reason for its continuance. Change is the opposition and is openly not welcomed. There is a small dilapidated black box that contains the names of all the families that is used for the lottery that needs replacing. â€Å"It is falling apart and, because the paint is so chipped, is hardly even black anymore† (Jackson 84). This box represents tradition and every year replacement talk arises but â€Å"no one liked to upset even as much tradition as was represented by the black box† (Jackson 84). This shows their loyalty and commitment to keeping the box that its resemblance has faded. It was said that the lottery box â€Å"had been made with some pieces of the box that had preceded it† (Jackson 84). This demonstration of obsessiveness due to sentimental value makes no sense because no reason for sentiment or value has been given other than if its tradition then it must be good. Going against the grain of the community impedes their better judgment and ignoring the signs of deterioration shows there unwillingness to move forward with change. All members of the household must be present for the commencement of the ceremony but this year Mr. Dunbar absence was duly noted in an open forum. â€Å"Mr. Summers consulted his list. â€Å"Clyde Dunbar.† he said â€Å"That’s right. He’s broke his leg, hasn’t he? Who’s drawing for him?† (Jackson 84) Even the incapacitated are obligated to participate there are no passes given or allowed. Tradition request all families participation and there is no room for compassion. Mr. Summers demonstrates his lack of concern by how quickly he proceeds to the next question â€Å"who’s taking his place† (Jackson 84) versus being concerned about his medical status. Mrs. Dunbar accepts the responsibility of her husband for it is their only option. There was no objection to his forwardness or contemplation of removing Mr. Dunbar from the list. The idea of no one questioning or protesting proves that tradition trumps individualism. Old man Warner the towns oldest living resident averts his refusal to change anything. When he hears that there is talk about a neighboring town giving up the lottery, he responds by saying â€Å"Nothing but trouble in that,† Old Man Warner said stoutly. â€Å"Pack of young fools† (Jacksons 84). He symbolizes the old generation and his disgust with the younger generation that are prompting to change his tradition that he has held sacred for 77yrs cant be easily digested. His way of thinking of the lottery maybe superstitious. He says, there used to be a saying â€Å"Lottery in June, corn be heavy soon† (Jackson 84). Which means he believes that the sacrifice is necessary for the betterment of the town and if not they might have to revert to old caveman customs â€Å"eating stewed chickweed and acorns† (Jackson 84). The consequence of following an ill-conceived tradition blindly can lead you right off a cliff. Their inability to change due to a tradition demonstrates the superior command it holds over people. Where do loyalties lie with family, friends or neither? The time has come, and all the slips of paper have been chosen from the black box. The lottery winner is Bill Hutchinson. Mrs. Hutchinson quickly protests on her husband behalf that he was rushed in selecting his slip of paper. Bill’s advices his wife is grim and terse: â€Å"Shut up, Tessie,† Bill Hutchinson said (Jackson 84). A second drawing takes places between the five members of the Hutchinson family. What type of society would condone the killing of a child or a toddler? â€Å"I’ve got no other family except the kids. How many kids, Bill?† Mr. Summers asked formally (Jackson 84). Bill gives all the names calmly me Tessie, Bill Jr., Nancy, and little Dave to Mr. Summers. Is a tradition that important that humanity doesn’t exist? Does the community see how brutal their actions are by condoning how it tears a family apart? Once the family’s name is chosen the word family and its sentiments doesn’t exist anymore. The mother Tessie Hutchinson tried to include the name of their married daughter and son-in-law by yelling â€Å"Make them take their chance!† and was shot down â€Å"Daughters draw with their husbands’ families, Tessie,† Mr. Summers said gently. â€Å"You know that as well as anyone else† (Jackson 84). How does a mother openly through her child under the bus? Does the pressure of winning show one’s true colors or are these deep compartmentalize feelings that surface during times of war. â€Å"Be a good sport, Tessie.† Mrs. Delacroix called, and Mrs. Graves said, â€Å"All of us took the same chance† (Jackson84). Be a good sport is encouraged by your friends even if it is your own death. Mrs. Tessie Hutchinson is the winner of the second lottery and is now ready to be vocal about how this isn’t fair. Time has lapsed and â€Å"All right, folks.† Mr. Summers said. â€Å"Let’s finish quickly.† In the beginning, the narrator explains that the whole lottery took less than two hours, so it could begin at ten o’clock in the morning and still be through in time to allow the villagers to get home for noon dinner (Jackson 84). How soon people turn, it’s like a full moon to a werewolf there is no escaping the inevitable no matter how much you were liked. How merciful was Mrs. Delacroix when she selected a stone so large that required both hands or her husband saying, â€Å"Shut up, Tessie† (Jackson 87) at the moment of her stoning. The cruelty that exists in this town is astonishing. Encouraging children and others to partake in such malice behavior that you would kill your own wife and allow your children to kill their mother. Evil is represented by the town while the people are its minions. How did tradition monopolize Tessie Hutchinson that her participation in the lottery would be her own demise? First, she was late to the lottery because she was so busy cleaning, â€Å"Clean forgot what day it was†¦ and then I looked out the window and the kids were gone, and then I remembered it was the twenty-seventh and came a running† (Jackson 85). Its obvious that’s Tessie’s carless behavior believes that nothing will happen to her as if she is exempt from the lottery. Her perfect attendance record has monopolized her mind to think that she will not be chosen. She is greeted with warm welcomes and jokes as the crowd parted for her to join and stand next to her husband and family. Mr. Summers, who had been waiting, said cheerfully. â€Å"Thought we were going to have to get on without you, Tessie†(Jackson 84). She was loved earlier by many who respected her. This whole town became hypnotized by the lottery that they all lacked common sense that individualized them. Even though they seemed to be respectable in the beginning as soon as the cow bell is rung they immediately revert back to their barbaric customs. Is Tessie a hypocrit for becoming condesending about the rituals she promoted, attended, and participated in many times in the past. Is she oblivious or selfish regarding the meaning of her sacrafice and how it means that crops will grow in adundance for the whole town including her children. Had she not realized that due to her clouded judgement that the food on her dinner table is because of the previous years recipients. Is it weird that last year or any previous year winners are not talked about. Is ther an unspoken rule that the stoned are forgotten. All these things coupled together can monopolize one’s thoughts by trichery if you allow fate to blindfolded you, and decieved you all the way to the endby a stoned death. Jackson has controlled our thoughts with such inappropriate behavior surrounding Tessie that this character is popular all the way till the end. Even though tradition is the main focal point of this story Tessie draws you in with her objectivity after winning the lottery. Would she have opposed if another family was chosen. â€Å"The Lottery† is an extreme example of what can happen when traditions go unquestioned. It starts of innocent and gives a massive eruption at the end with symbolisms of death and how its masqueraded. The black box promotes and emphasizes death. As well as the characters like Mr. Graves whos name signifies burial or to be buried. Old Man Warner is the voice that warns you that changed is not needed or wanted and the killings should continue for the sake of continuing. Tessie Hutchinson is death itself and is only concern when it involes her. Jackson embodies all things that seem to be good and incorporates a meaning that sometimes we have to let go of things in order to make a fresh start. What a sinister way to show explore it but in some culture it is believed. How to cite The Lottery Story, Papers

Effects of Evaluation and Monitoring of Ecde Programmes free essay sample

The researcher will attempt to investigate the background information, statement of the problem, purpose of the study; objective of the study, significant of the study, limitation of the study and delimitation of the study. The period between 0-6 years is also referred to as formative years. According to guideline series (2006) children are extremely dependent on the people for life sustaining support for example in provision of food, shelter, clothing and attention. Through interaction, punishment and rewards children turn to be individuals whom teachers, parents and other care givers want them to be. This period is very important for children because it is the foundation of their total life. Experiences of these years continue to influence the individual throughout life. It is also a period of the fastest growth and development in all aspects. The brain of the child is most malleable at this stage and hence influences such as care have greater impact. We will write a custom essay sample on Effects of Evaluation and Monitoring of Ecde Programmes or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page It is therefore very important to invest in early years of a child because research findings show that holistic development of an individual is during thee years Ragor(2008). Most recognized psychologist like Freud and Piaget came up with their theories after many years of observing infants in their formative years. In the united states of America(USA), the CCB is dedicated to enhancing the quality and affordable child care services for all families that was according internet(July 2001). CCB administers federal funds to states territories and tribes to assist low income families in accessing child care service while parents participate in education or training activities. CCB also funds a network of Technical Assistance projects that promote quality and strengthen programme administration. It also shares research findings and help policy makers, programme administrators, communities, caregivers and parents to understand and make good decisions about child care. In Mauritius ECDE is under the Ministry of Women Rights, child development, family welfare and Ministry of Education. 0% of pre-school are run by the state. In 1998 Ministry of Education Acts put the teacher pupil ratio of 1:19. The sector is dominated by untrained caregivers with no minimum qualification. There are three types of staff for example school directors, teachers, and assistant teachers. Teachers have a general education of specific training for pre-school teaching provided by credited Mauritius institute of Education. Teachers and their assistants are paid by the government. Teachers, helpers, learners and auxiliary staff are paid by Parents Teachers Association (PTA). The researcher found that in Kenya after independence the government got directly involve in education activities of young children. Nursery schools and Day-care centres were established. They became directly under the Ministry of Health and Home Affairs. These ministries inspected schools that were stated at that time. The responsibility was later shifted to the Ministry of Education. Many seminars were held which covered all areas including co-ordination, supervision, provision of materials, research and sources of finance. Training programmes were organized for trainers and supervisors so that they could monitors and evaluate ECDE programmes in the grassroots level. However currently according to Ngaroga(2006) the government to contributed to the current expenditure on early childhood development education (ECDE) is 0. 1% where as the primary education is free. At the county level, the ECDE teachers are employed and paid by different employers namely community, parents, local authorities or Faith Based Organizations (FBO). This combination of emotional security and stimulation does not just happen. Those developing and implementing curriculum should bear in mind the ways in which they will create these. Active planning of good routine and activities as well as toys and equipment that will encourage children to play and explore is fundamental. Teachers, caregivers and parents ought to have knowledge skills and attitudes towards helping children to acquire them. Despite government vision to have education for all by the year (2015), quality education has never been realized since the ECDE sector has not been given the attention it deserves. Ngaroga(2005) states that little has been done about educational assessment which should be conducted by various professionals in order to establish the educational needs of the child. This involves very thorough examination of the child in relation to the capabilities and handicap the child is identified to be having. This assessment involves various personnel in different fields. Evaluation and monitoring motivates the learner and measures his or her achievement of the intended objectives and progress. It also enables teachers to give an objective report of an individual child’s performance and determine the usefulness of the method used in teaching children. Thus provides the basis for improving educational programmes.