Recent orders
Analysis of “Junky”
Analysis of “Junky”
The reading, “From Junky”, by WILLIAM S. BURROUGHS, aims at showing the way of life of the youth in 103rd and Broadway in the twentieth century. The author gives the reader a good picture of the 103rd and Broadway. He talks about peddling and abuse of drugs, especially Heroin. William talks about how Heroin is smuggled from Mexico and abused on Broadway. Definition of Heroin is a drug that is commonly abused worldwide, and it derives from opium.
William Burroughs describes how Heroin must have the most lethal effect in the world because people become hooked on it after taking just one snort or even one look at it. The author shows how addiction to Heroin begins with sniffing and continues by injection. The writer use imagery to communicate effectively about the lives of the youth and their lifestyle. The author has successfully shown the lives of a young man who grows up as a drug addict. The author shows how addiction causes an uncontrollable urge to do the same thing the one who starts the whole thing intends or wants. The writer also uses effective language techniques to make readers understand that they should never try the drug. The author uses vivid descriptions to describe the activities that occurred around him. For instance, “Joe the Mex had a thin face with a long, sharp, twitchy nose and a down-curving, toothless mouth. Joe’s face was lined and ravaged, but not old.”
The writer also uses effective language techniques to make readers understand that they should never try the drug. The writer shows how heroin addiction results in harmful activities such as theft, burglary and prostitution, destroying a person’s future. The author says, “All agreed that it was a thankless job. As George, the Greek, said, “You end up broke and in jail. Everybody calls you cheap if you don’t give credit; if you do, they take advantage.”
ECONOMIC ORDER QUANTITY (EOQ)
ECONOMIC ORDER QUANTITY (EOQ)
Name
Institution
Date
1.Economic bottling quantity for the bulk wine
It is important to note that in calculating this value, the Economic order Quantity model will be applicable and the resulting outcome will be important in making the right decisions regarding the inventory level (Anderson, 2012). In this case, F and M Hotels and Spas need 2016 volumes of bulk wines per year. The cost of purchasing each wine is €25. Ordering cost is €450 per order. Carrying cost is 18% of per unit cost. Lead time is a half a day. This hotel operates for 365 days per year.
EOQ = (2 x D x S)/H
Where in this case
D = 2016
S = €450
C = €25
I = 18%
H = CxI
H = 4.5
EOQ = (2x 2016 x 450)/4.5
EOQ = 634.98
The economic bottling quantity for the bulk wine becomes 634.98 Liters
2. The purchase order quantity for the bottled wines
This is estimated as the average of the total quantity estimated in the preceding question. Arithmetically this can be calculated as Q/EOQ.
This gives a purchase order quantity of 2016/634.98 and this gives 3.17 liters.
In other words, based on economic order quantity model, 3.71 liters will be the annual purchase order for each wine.
3. The average stock for each wine.
In this case it is important to note that the results will form the basis of making a decision on what to purchase the type of wine that would not be favorable to the profit motive of the firm.
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From the Excel data provided it is very evident that the average is relatively realistic around the totals at 54.05
It is important to note that the various wines are almost close in terms of costs and preferences and this explains the diversification in terms.
The table below shows the trend in the production of the various wines for the consumptions in the hotel.
2009 2010 2011
Grenache
110
82 101
Mourvedre
122
79 110
Syrah
45 38 44
Counoise
31 24 29
Total
308
223 284
This trend if graphically resented in the table will give the following graphs.
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From the above drawn table, it is realized that the trend is consistent and fairly close to each other.The movement in this table shows a close competition among the variety of wines brands and this explains the reason behind the blend by the hotel to the guests.
Average stock investments over the years.
This can be represented graphically as EOQ/2
634.98/2 = 317.49 liters.
5. Observations of the suitability of EOQ.
Economic order quantity gives the actual forecast of the storage and production capacity of a firm. It is based on some assumptions that are important in giving the realistic values that could be used for predicting the carrying and production capacity of the firm.
In conclusion, the firm’s management needs to choose an optimal quantity taking into consideration the costs of production, storage and transport. This requires strategic planning and sound understanding of managerial economics.
References
Anderson, D. R. (2012). An introduction to management science: Quantitative approaches to decision making. Mason, Ohio: South-Western/Cengage Learning.
Healthcare system
Healthcare system
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Instructor
Course
Date
During the late twentieth century so many for-profit hospitals have come up all over the world. I choose to make for-profit hospitals the basis for this paper because of their increase in number. There is the need to find out why these hospitals have become so many and if they are effective. It is crucial to establish what these hospitals entail and how they are run. It is also important to note how these healthcare systems differ from other systems.
For-profit hospitals are chains of hospitals that are owned and managed by private investors. They have become a predominant means of medical services delivery all over the world. Unlike other healthcare systems, for-profit hospitals are established in order for the shareholders to make profits. Though all hospitals earn some sufficient profits for their operation, for-profit hospitals have a high likelihood of responding to their profitability as compared to other types when it comes to making decisions on supply (Silverman, & Skinner, 2001). For-profit hospitals place themselves in the medical marketplace in a way that they offer mainly care services that are profitable for individuals who are affluent and insured. These for-profit hospitals are not located in areas that will not be profitable to the organizations. This means that patients who seek services of for-profit hospitals are those who are wealthy hence can be able to afford the services. Since these hospitals are costly, patients who seek the services often pay through insurance. It would be difficult for individuals who are not insured to seek services from for-profit hospitals since they might not be able to pay (Silverman, & Skinner, 2001).
For-profit hospitals mostly specialize in medical fields that are highly lucrative like elective or plastic surgery, medical rehabilitation, cardiology among others. At the same time, they usually avoid providing services which they term as loss-making such as emergency medicine which is mainly provided to the indigent. The critics of for-profit hospitals argue that these hospitals insure healthy people disproportionately at the same time eschewing patients who are chronically ill. These people have no option but rely on services from non-profit providers and public insurance schemes. This is referred to as dumping of patients who they do not desire. The advocates of for-profit hospitals argue that these hospitals can be able to offer better care to patients at lower costs due to their high efficiency. It is also claimed that in a free market such as the healthcare market, hospitals have the incentive to perform better because of the existing competition.
We can compare for-profit hospitals and not-for profit hospitals using different factors. Not-for-profit hospitals are facilities that do not pay taxes to the government since they are considered to be charity and provides benefit to the community according to the guidelines that have been set. On the other hand, for-profit hospitals are facilities owned by private investors. For the not-for profit hospitals the assets remain within the community while assets in the for-profit hospitals remain to be the property of the owners or investors.
In the not-for profit hospitals, there are a local board of trustees who serve without being paid and create a balance between financial decisions and the concerns of the members of the community (Gentry, & Penrod, 2008). In for-profit hospitals, critical decisions are made by people outside the community who focus mainly on making profits for the stockholders. The not-for profit hospitals are not meant for making private profit but for-profit hospitals can have physicians practicing at the hospital as stockholders but members of the community are not allowed to buy stocks. For the not-for profit hospitals, all the income realized after expenses have been catered for is used in the improvement of healthcare in the entire community. On the other hand, the profits in for-profit hospitals leave the community and are only enjoyed by the stockholders involved.
When it comes to service delivery, not-for profit hospitals provide a complete spectrum of care that entails education, prevention and treatment which are of great benefit to the community (Gentry, & Penrod, 2008). For-profit hospitals offer a full range of care that is aimed at benefiting the community but their main focus is how best to serve the investors. The for-profit hospitals mainly target wealthy and insured people while not for profit hospitals provide healthcare services to the poor and insured members of the community. Both the for-profit and not-for profit hospitals provide healthcare services to members of the community where they are located.
In conclusion, we can say that not-for-profit hospitals are more effective in their service delivery compared to for-profit hospitals. This is because the for-profit hospitals focus on making profits so as to please their stockholders. Their priority is profit making and not delivering quality services to patients. The not-for profit hospitals always put the health of their patients first and they hold themselves accountable for the patients they serve in the hospitals.
References
Gentry, W.,& Penrod, J. (2008). The tax benefits of not-for-profit hospitals. Cambridge, MA: National Bureau of Economic Research.
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Silverman, E., & Skinner, J. (2001). Are for-profit hospitals really different? Medicare upcoding and market structure. Cambridge, MA: National Bureau of Economic Research.