Wuthering Heights-the Structure and Style Transcend the Time

Wuthering Heights —— The Structure and Style Transcend the Time Emily Bronte describes the principal human conflict as one between the individual and the dark, questioning universe, a universe symbolized, in Wuthering Heights, both by man’s threatening and inner nature, and by nature in its more impersonal sense, the wild lonesome mystery of the moors. The structure and narrative style of Wuthering Heights transcend her time. Emily didn’t follow the regular and secular romantic writing techniques at that time, in contrast, she surpassed and created some new skills which modern readers are apt to understand and love. In this article, you will find the following six aspects of the writing style, including the approach of the story’s center step by step with spiral circle, the end echoes the beginning, symbolism of the two generations, the love which makes the negative turn to be positive, the dark satanic hero, and the alternant emotion with contradiction throughout the whole story. Emily has written a novel which seeks to move ever closer to the center of a unique and remarkable human relationship, and the very structure of her book emphasizes this movement. In Chapter One, for example, readers are as far as possible from the heart of the story’s experience due to the innocent guesses of Lockwood (the narrator or diarist). However, later chapters move progressively closer to the heart of the story, and the beginning, with its subtle suggestions of an old tragedy and with Lockwood’s naive judgments of Heathcliff, will come to be prophetic. Therefore, the plot of Wuthering Heights is not sequential and linear, but described as a spiral circle compared with other coetaneous novels. That is to say, readers have been always following Lockwood to circle around the center of the story step by step, until the origin of the tragedy vividly comes in front of their eyes. In spite of the spiral circle, the end echoes the beginning, which is another exquisite narrative technique, capture readers’ hearts. The last chapter tells of Heathcliff’s slow disintegration and death. The death itself is preceded by a fasting, reminiscent of the fasting which precipitated Catherine’s final illness. Because Heathcliff is described as robust and healthy shortly before his sudden decline, we suppose that it is his overwhelming desire or will to die and to return to his beloved Catherine, the thought of which â€Å"lights his face with a strange joy†(Wuthering Heights 137) for days, that really kills him, and not the mere abstinence from food. The structure of the book achieves an almost perfect symmetry in the death of Heathcliff. And the end of the novel as at the beginning, the master spirit is staring out into a storm, searching for Catherine. Emily Bronte features similar destiny about the two generations, but different endings of them. She describes this kind of symbolism by giving the names Catherine and Linton. Both Catherine (Catherine Earnshaw and Catherine Linton) marries Linton (Edgar Linton and Linton Heathcliff), who they don’t love most. The mother Catherine dies before the book is half over, but her spirit continues to rage in the turbulent air of Wuthering Heights, haunting Heathcliff, and also returns, healthily subdued, in her daughter Cathy. The daughter finally gains happiness which stretches over two generations. And we may say that these two Catherine can be considered as one person who is also the heroine throughout the whole story. The other is about Linton. Linton Heathcliff, who is â€Å"a nervous, sickly, effeminate child, weak-willed and petulant like his mother, and, like her, the pitiful victim and tool of his father† (Wuthering Heights 112)inherits disadvantages from both sides of his parents——the peevishness and self-pity of the mother and the bad temper of the father. It is ironic but the symbolism is clear. Hate is barren. Contrast to hatred, the love in this novel is also particular. Heathcliff and Catherine suffer from the separation for many years even after the heroine’s death. Only death can bring them together because of those insurmountable social and conceptual gaps even though Catherine’s nature is â€Å"a nature that is one with Heathcliff’s† (Wuthering Heights 58). Heathcliff's whole life is an embodiment of the force of evil. Contemplating his history is like peering at a beloved film of a picture: everything that should be dark is fading and everything that should be light is covered with darkness. Heathcliff and Catherine love each other by inflicting pain on one another instead of permitting pleasure. They did not live together when they were alive; they could love together after they died. They sustained themselves not by eating but by refusing to eat. It is Emily Bronte’s triumph as novelist that as her book proceeds, the negative becomes positive. Even in the end, through the rumors, â€Å"Catherine and Heathcliff walk the moors at night and even appear within the house at Wuthering Heights. (Wuthering Heights 140) They finally get together after they died and the negative death turns to a positive and extricable ending. And about the typical hero of the novel, Heathcliff is one of the most attractive characters in the history. To answer the question why he is so popular, it should be attributed to the black description of this â€Å"dark Satanic† hero. â€Å"Heathcliff, of course, is frequently compared to a demon by the other characters in the book. † (Sparknotes: Literature Study Guides: Wuthering Heights: Analysis of Major Characters) At first glance he may seem entirely wicked, even a criminal. The vicious way in which he destroys Hindley and brutalizes Isabella suggests that he is a man for whom sympathy ought to be impossible. Yet Emily Bronte manages her dark hero a sympathetic figure. When he has gone so far as to drive Lockwood out into the storm alone, there comes one of the overwhelmingly lyric moments in the novel as Heathcliff leans far out of the window and implores the spirit of Catherine to come in. The depth of feeling, the compassion of which Heathcliff is plainly capable in this scene, forces us to reconsider our judgment of the man. Without question he is brutal, but just as plainly he has within him the potential for great tenderness and love. Obviously, this potential has been destroyed somewhere along the line, and those readers, their interest aroused in how this could have happened, read on. Besides the hero, Heathcliff, who we love to hate, the fluctuation of alternant emotion is also a point of contradiction throughout the novel — — violent but dreamlike, brutal but romantic, fanatical but gloomy, all of these consist of a piece of deserted wilderness with mysterious beauty. Readers easily feel lost into the anxiety and disturbance that Emily delivered to them, as well as the desire to explore the ins and outs of the whole story under an intangible force. And the last paragraph that Lockwood said to himself in the end of the novel gives readers a peaceful and harmonious aftertaste despite of all the thrilling revenge and love. â€Å"Under that benign sky; watched the moths fluttering among the heath and harebells; listened to the soft wind breathing through the grass; and wondered how anyone could ever imagine unquiet slumbers for the sleepers in that quiet earth. The metaphor here is about the hard â€Å"heath†, which is a part of Heathcliff, comparing with soft wind, in order to leave hope for readers. The six aspects above can be divided into two parts: the structure and the characters which of both have been created surpassing the time of Emily Bronte. On one hand, the spiral circle and the correlation between the end and the beginning, is th e key to the structure of the novel. The book begins in 1801, on the very rim of the tale, long after the principal incidents of the story have taken place. Readers are far from the heart of the novel in the first pages, however, blundering along with the guide Lockwood later. Gradually we spiral in toward the center. But neither Lockwood nor Dean is unperceptive and we must struggle hard before we can actually achieve the true center of the novel, the passionate last meeting of Heathcliff and Cathy in which, for a moment, we are permitted to stare into the heart of the fiery furnace. On the other hand, about the most powerful character in the novel, the darkness and violence that was in Heathcliff from the beginning, is in every man. And because this darkness is so primal and so universal, it can never be overcome. It persists, implacable and unchangeable, a comment not just on one man’s special sorrow but on every man’s dark heritage. That is why a dark Satan is more attractive than a pure Angel in readers’ hearts. And Heathcliff is a powerful figure not only because he is rooted in the traditions of his own time, from which he draws strength, but also because he makes a universal statement about man’s nature, which continues to strike readers today as remarkably fresh and modern. Therefore, no matter the structure or the character that attracts lots of readers in history, the remarkable sense of the privacy of human experience, is clearly the central vision of Wuthering Heights and it is always being transcending the time. Works Cited Bronte, Emily, Wuthering Heights, Beijing: Foreign Language Teaching and Research Press, 2005 Gui Tuoqing, Selected Readings in English and American Literature, Beijing: China Foreign language Translation Press, 1985 Wuthering Heights, http://www. sparknotes. com/lit/wuthering/canalysis. html , , : ,1994 , , : ,2000

Trail of Tears

Reading Analysis Guide: Trail of Tears Part A The author, Dee Brown, gives a brief description about Andrew Jackson’s policy on Indian removal in order to gain popularity and power. The purpose of this chapter is to discuss the cause and effects of â€Å"Indian Removal† during Jackson’s terms, ultimately creating the â€Å"Trail of Tears. † As early as the colonial period Indian removal was evident, Brown claims. Indians never really got along with white settlers, and even if they tried to resolve the conflicts, it would fail.Indian Removal calmed down over time but in 1828, Andrew Jackson ran for president and immediately knew he would have to wipe out the frontier states. He made a treaty in which the Indians had to remove themselves from the states and move west toward the Mississippi. On there â€Å"trip† to the Mississippi, Indians faced many hardships that included starvation, death, and disease. Part B I feel that all the information given wa s germane and strengthened the chapter as a whole.The strongest points are found when the author talks about the history of Indian Removal. He states that mistreatment of Indians was evident as early as the Colonial Period. I think starting from the historical view of Indian removal made the story flow well and did a good job at catching the reader’s attention. Brown also tells about how the Indians were in America first, and over the years they began ceding their land and adapting to the â€Å"white man’s way. † Part CThe Trial of Tears reminds me of the Taiwan and China during the domination of Chiang Kai-Sheik and Mao Zedong. Chiang Kai-Sheik was apart of the Kuomintang (KMT), while Mao was apart of the Communist Party of China. This can be compared to the Trail of Tears , because neither Chiang nor Mao would accept each other, which reflects the relationship of the Indians and the white settlers in the states. As a result , Chiang moved to Taiwann and declar ed independence from China causing the ROC, while Mao ruled just the mainland of China.Some of the same aspects occurred during this time period as in the Trail of Tears. Chiang are like the Indians, while Mao is like Andrew Jackson (along with the white settlers). Although Chiang and Mao had conflicts, no major violence occurred, however during the Indian Removal period you had the Black Hawk War and rebellions by the Indians. Also, Mao did not force Chiang to move, but Andrew did force the Indians.

Intel Code of Conduct

Intel Code of Conduct INTEL CODE OF CONDUCT MAY 2, 2007 Our Mission Delight our customers, employees, and shareholders by relentlessly delivering platform and technology advancements that become essential to the way we work and live. Our Values Customer Orientation We Strive To: †¢ Listen and respond to our customers, suppliers and stakeholders †¢ Clearly communicate mutual intentions and expectations †¢ Deliver innovative and competitive products and services †¢ Make it easy to work with us †¢ Excel at customer satisfactionRisk Taking We Strive To: †¢ Foster innovation and creative thinking †¢ Embrace change and challenge the status quo †¢ Listen to all ideas and viewpoints †¢ Learn from our successes and mistakes †¢ Encourage and reward informed risk taking Discipline We Strive To: †¢ Conduct business with uncompromising integrity and professionalism †¢ Ensure a safe, clean and injury-free workplace †¢ Make and meet c ommitments †¢ Properly plan, fund and staff projects †¢ Pay attention to detail Great Place to WorkWe Strive To: †¢ Be open and direct †¢ Promote a challenging work environment that develops our diverse workforce †¢ Work as a team with respect and trust for each other †¢ Win and have fun †¢ Recognize and reward accomplishments †¢ Manage performance fairly and firmly †¢ Be an asset to our communities worldwide Quality We Strive To: †¢ Achieve the highest standards of excellence †¢ Do the right things right †¢ Continuously learn, develop and improve †¢ Take pride in our work Results OrientationWe Strive To: †¢ Set challenging and competitive goals †¢ Focus on output †¢ Assume responsibility †¢ Constructively confront and solve problems †¢ Execute flawlessly INTEL CODE OF CONDUCT MAY 2, 2007 From Intel’s President and CEO Intel competes in fast changing markets. We conduct business in geogr aphies around the world. In this environment of unprecedented change and opportunity, our path to continuing success is clear – uniting under a common vision, shared values and a consistent standard of conduct.Our business success has always depended on our ability to build trusted relationships – with one another, customers, suppliers, governments and communities. But, trusted relationships don’t happen over night. They’re built over time, on the integrity of every decision we make, every expectation we set and every action we take. Everything we do, big or small, can have big and lasting impact. Sometimes, the right action isn’t obvious. But we have our compass: a mission, a set of shared values, and our Intel Code of Conduct.This Code of Conduct represents Intel’s expectations of what it means to act ethically and within the boundaries of the law. Understand the Code. Discuss it, follow it, use it. Find the resources on the Ethics and Com pliance intranet site to help you apply the Code to your day-to-day work. The Code is the standard of conduct that unites us, strengthens and allows us to continuously deliver value and build trust year after year. Integrity beyond reproach is our commitment, our foundation and our future. Paul S. Otellini President and CEO INTEL CODE OF CONDUCT MAY 2, 2007 Table of ContentsCode of Conduct †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 Intel Conducts Business with Honesty and Integrity †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 Conducting Business with Customers, Suppliers, and Others†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1 Taking Corporate Responsibility†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1 Preparing Accurate Financial and Other Records†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 2 Intel Follows the Letter and Spirit of the Law †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Antitrust †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 Bribery and Anti-Corruption †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 3 Environmental Management and Compliance †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 4 Import and Export Compliance †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 Insider Trading †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Intellectual Property †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5 Privacy †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5 Public Communications †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 Intel Employees Treat Each Other Fairly †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 Open and Honest Communication †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 6 Equal Employment Opportunities and Discrimination †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Anti-Harassment †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 7 Safety †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 Intel Employees Act in the Best Interests of Intel and Avoid Conflicts of Interest †¦.. 8 Conflict of Interest Examples †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 Handling Conflicts of Interest †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 Gifts and Entertainment †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Intel Employees Protect the Company’s Assets and Reputation †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9 Protecting Physical Assets†¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9 Maintaining Information Security †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 10 Safeguarding Trademarks and Brands †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 10 Representing Intel †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 10 Asking Questions and Reporting Concerns †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 Ways to Seek Guidance and Report Concerns †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 11 Non-Retaliation Policy †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 11 Approvals and Waivers †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 11 Reminders †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 12 Code of Conduct Glossary Terms and Definitions †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 13 INTEL CODE OF CONDUCT MAY 2, 2007 Code of ConductSince the company began, uncompromising integrity and professionalism have been the cornerstones of Intel’s business. In all that we do, Intel supports and upholds a set of core values and principles. Our future growth depends on each of us understanding these values and principles and continuously demonstrating the uncompromising integrity that is the foundation of our company. The Code of Conduct sets the standard for how we work together to develop and deliver product, how we protect the value of Intel, and how we work with customers, suppliers and others.All of us at Intel must abide by the Code when conducting Intel-related business. The Code affirms Intel’s five principles of conduct: †¢ †¢ †¢ †¢ †¢ Intel Conducts Business with Honesty and Integrity Intel Follows the Letter and Spirit of the Law Intel Employees Treat Each Other Fairly Intel Employees Act in the Best Interests of Intel and Avoid Conflicts of Interest Intel Employees Protect the Company’s As sets and Reputation Intel Conducts Business with Honesty and Integrity One of Intel’s core values is to conduct business with uncompromising integrity and professionalism.We put this value into practice by: †¢ †¢ †¢ Treating customers, suppliers, and others fairly, Acting as a responsible corporate citizen, respecting human rights, and managing the impact of our business on the world around us, and Keeping accurate financial and other books and records. Conducting Business with Customers, Suppliers, and Others Intel’s success is based on strong relationships of mutual respect and trust with our customers, suppliers, and others. To maintain these strong relationships, we treat everyone we deal with the way we would expect to be treated: with fairness, honesty, and respect.In our marketing and in our interactions with customers and potential customers, we always represent Intel products and services fairly and accurately. Taking Corporate Responsibility In tel has a long-standing, global reputation as a responsible corporate citizen. For us, corporate responsibility means achieving business success in INTEL CODE OF CONDUCT MAY 2, 2007 1 ways that uphold our values and high standards of ethics and that demonstrate respect for people and the planet. Intel intends to be a leader in encouraging education and enhancing the communities in which we do business.We do this by challenging ourselves and others to continuously improve, inspire, and strengthen our communities, as well as enabling technologies that improve the lives of people around the world. We demonstrate respect for people and the planet and ask all our employees to consider the short and long-term impacts to the environment and the community when they make business decisions. In all Intel-related activities, we need to uphold Intel’s long-standing, global reputation as a role model for socially responsible behavior. Preparing Accurate Financial and Other RecordsIntelâ⠂¬â„¢s financial and other business records shape the business decisions we make. We are responsible for ensuring that Intel’s books and records are full, fair, accurate, timely, and understandable reflections of the company’s operations and business activities. Any records required by our jobs at Intel, such as time cards and expense reports must be accurate and complete. If questions arise, ask a direct or other manager for assistance. If you become aware of records that may be inaccurate, report the situation immediately to a direct or other manager.Intel does not support or condone preparing false records under any circumstances. Intel employs auditors to ensure that the way we conduct business and keep records is consistent with relevant accounting standards. We must cooperate with auditors and ensure that anyone acting under our direction also cooperates with auditors. Intel Follows the Letter and Spirit of the Law As a global company Intel must comply with the l aws of the many countries in which it does business. We are each responsible for knowing and following all applicable laws or regulations.We also must act in a manner that upholds the spirit and the intent of the law. Where the Code or company guidelines differ from local laws or regulations, we must always follow the higher standard. If you believe the requirements of the Code conflict with local law, consult Intel Legal. Violations of laws and regulations have serious consequences, both for the company and for the individuals involved. Therefore, when questions arise on these or other legal matters, you should always seek guidance from Intel Legal. INTEL CODE OF CONDUCTMAY 2, 2007 2 Some of the more common legal topics we encounter include antitrust, anticorruption, environment, import-export, insider trading, intellectual property, privacy, and public communications. Antitrust Antitrust laws, sometimes also called competition laws, govern the way that companies behave in the mark etplace. Antitrust laws encourage competition by prohibiting unreasonable restraints on trade. The laws deal in general terms with the ways companies deal with their competitors, customers, and suppliers.Violating antitrust laws is a serious matter and could place both the company and the individual at risk of substantial criminal penalties. In all regions and countries where Intel does business, Intel is committed to competing vigorously but fairly for suppliers and customers. To adhere to antitrust laws, we must not: †¢ †¢ †¢ †¢ Communicate with any competitor relating to price, any term that affects pricing, or production levels, Divide or allocate markets or customers, Agree with a competitor to boycott another business, or Put inappropriate conditions on purchases or sales.When questions arise, contact Intel Legal for guidance. When dealing with distributors, we need to follow Intel’s pricing and merchandising policies carefully. The executive respons ible for distribution sales and marketing for a geographic area has more particular information regarding local procedures to be followed in dealing with distributors in that area and can answer questions. Bribery and Anti-Corruption Many countries have bribery and other anti-corruption laws that are intended to prevent companies and individuals from gaining an unfair advantage and from undermining the rule of law.We must never offer or accept bribes or kickbacks, and must not participate in or facilitate corrupt activities of any kind. This prohibition on offering or paying bribes also applies to third parties acting on Intel’s behalf, such as contractors or consultants. We must never engage a third party who we believe may attempt to offer a bribe to conduct Intel’s business. When doing business with governments, consult with Intel Legal to be certain you are aware of any special rules that apply, and obtain approval from Intel Legal before providing anything of valu e to a government official. INTEL CODE OF CONDUCTMAY 2, 2007 3 Environmental Management and Compliance A number of environmental laws, standards, requirements, and policies apply to our worldwide business operations, practices, and products. We have a responsibility to understand and follow these requirements, including: †¢ †¢ Conserving energy, water, raw materials and other natural resources, and Managing materials and wastes properly. We support a precautionary approach to the materials used in our products and strive to reduce and minimize the use of hazardous materials and the environmental impact of our manufacturing technologies.Intel expects our suppliers and others to comply also with all applicable environmental laws and standards in their operations. Import and Export Compliance In every country in which Intel does business, laws and regulations govern imports and exports. Many of these laws and regulations restrict or prohibit the physical shipment of Intel pro ducts or the transfer or electronic transmission of software and technology to certain destinations, entities, and foreign persons. In many cases, the law requires an export license or other appropriate government approvals before an item may be shipped or transferred.We have a responsibility to comply with these laws and regulations. Therefore, we must clear all goods through customs and must not: †¢ †¢ †¢ Proceed with a transaction if we know that a violation has occurred or is about to occur, Transfer controlled software and technology unless we have obtained an approved export license, and Apply an inappropriate monetary value to goods and services Violations, even inadvertent ones, could result in significant fines and penalties, denied export licenses, loss of export privileges, or customs scrutiny and delays.Because these laws and regulations are complex and unique in each country, Intel provides guidelines and training. Insider Trading Many countries have insi der trading laws that restrict securities trading and other activities by anyone who is in possession of material, non-public information. Material, non-public information is any information not generally known to the public that people might find important in making their decisions to buy or sell stock in a company. INTEL CODE OF CONDUCT MAY 2, 2007 4Any Intel employee who possesses material, non-public information regarding Intel or any other company must not: †¢ †¢ †¢ Trade in that company’s stock while in possession of inside information, Use the inside information for personal advantage or the personal advantage of others, or â€Å"Tip† others who may buy or sell securities because of the inside information. When you have regular access to material, non-public information concerning Intel or another company, you need to take special care in planning securities trades. Intel has guidelines and policies to help you plan transactions consistent with th e requirements of the securities laws.Intel directors, officers, and senior employees (Intel grade levels 10 and above) may not purchase or write derivatives of Intel securities, such as puts and calls, or enter into any short sales or short positions (positions that allow the person to profit if the price of Intel securities goes down) with respect to Intel securities, with the limited exceptions noted in the company’s derivative securities policy. Intellectual Property Intellectual property rights are crucial to protecting the investments that companies and individuals make in developing new products and ideas.We protect our intellectual property and respect the intellectual property rights of others. We may not copy, reproduce, or transmit protected material, such as writing, artwork, music, video, photographs, movie clips and software unless we have authorization or license. We must use the confidential information of Intel or others only for business purposes and disclos e it only to those who are authorized and have a need to know. Even after we leave Intel employment, we must continue to protect confidential information (whether Intel's or another party’s) and not use or disclose it without authorization.Furthermore, we must not request or encourage anyone to use or disclose privileged, proprietary, or confidential information unless they are authorized to do so by the owner of that information. Privacy Many countries have implemented, or are planning to implement, privacy laws that set requirements for the appropriate handling of personal data (any information that can be used to identify, contact, or locate an individual). We are committed to protecting the reasonable privacy expectations of everyone we do business with, including our customers, consumers and INTEL CODE OF CONDUCT MAY 2, 2007 5 mployees. We believe individuals have the right to decide when their personal data is collected, used, or disclosed. We also believe that responsi ble stewardship of personal data is a critical component in maintaining trust in the Intel brand and ensuring that individuals feel confident that Intel respects their right to privacy. Therefore we each have a responsibility to comply with Intel privacy and information security requirements when personal data is collected, stored, processed, transmitted, and shared. When questions, issues, or concerns arise, consult Intel Legal or a member of the Privacy Team.Public Communications As a publicly traded company, Intel must comply with a variety of regulations that govern public communications to investors and the public and promote transparency in financial markets. Intel has specific requirements for financial reports and documents that the company files with or submits to the U. S. Securities and Exchange Commission and in other public communications. Therefore, if you are responsible for preparing such reports or contributing information for such reports, you need to ensure that t he disclosures are accurate, reliable, and complete.In addition, only authorized employees may make any public statements on behalf of Intel, whether to the media, investors, or other external entities. If you are contacted by a reporter or the public, refer the caller to Press Relations. Intel Employees Treat Each Other Fairly One of Intel’s core values is to work as a team with respect and trust for each other. We strive to uphold open and honest communication and to protect employees from discrimination, harassment, or unsafe practices. Open and Honest Communication Intel values the free flow of thoughts, ideas, questions, and concerns.Intel encourages employees to raise work-related issues or concerns with the direct manager as soon as possible after they arise. When necessary, the Open Door policy allows you to raises the issue with another manager, such as a department head, a division general manager, or another manager up to and including the Executive Office. If you are not comfortable using the Open Door to get answers to your questions or concerns about the Code or other topics, contact [email  protected] or a Human Resources representative, who will assess the issue or concern and determine next steps.INTEL CODE OF CONDUCT MAY 2, 2007 6 Intel does not tolerate any retaliation against employees for asking questions or making good faith reports of possible violations of law, the Code, or other guidelines. Equal Employment Opportunities and Discrimination Intel values diversity in its workforce, as well as in its customers, suppliers, and others. Intel provides equal employment opportunity for all applicants and employees. Intel does not unlawfully discriminate on the basis of race, color, religion, sex, national origin, ancestry, age, disability, veteran status, gender identity, or sexual orientation.Intel also makes reasonable accommodations for disabled employees. We follow these principles in all areas of employment including recruitment, hiring, training, promotion, compensation, benefits, transfer, and social and recreational programs. Anti-Harassment Intel is committed to providing a workplace free of harassment based on personal characteristics such as race, color, religion, sex, national origin, ancestry, age, disability, veteran status, gender identity, or sexual orientation. Intel strongly disapproves of and does not tolerate harassment of employees by managers or co-workers.We must treat co-workers, customers, and suppliers with dignity and respect. Intel prohibits threats or acts of violence against co-workers, vendors, customers, or others. If you become aware of a threat or act of violent behavior in or near the Intel workplace, notify a manager of the details of the act or threat immediately. Managers who receive such information should immediately notify Intel Security. Safety Intel complies with the safety laws, standards, and Intel guidelines that apply to our business.Sound safety practices are impor tant in all Intel workplaces, not just the fabrication or assembly/test factories. To protect Intel employees, the public, and our communities, we conduct no activity without the proper safety precautions and produce no product without the proper safeguards. We believe all workplace injuries and illnesses are preventable. When we take care, employees and suppliers at Intel workplaces need to obey the safety requirements that apply to our job and workplace. We must not begin or continue any work activity contrary to safety requirements.INTEL CODE OF CONDUCT MAY 2, 2007 7 Intel Employees Act in the Best Interests of Intel and Avoid Conflicts of Interest A conflict of interest occurs when an employee’s personal or family interests interfere—or even appear to interfere—with the employee’s ability to make sound business decisions in the best interest of Intel. We should not put ourselves in situations where we could be tempted to make Intel business decisions that put our personal needs ahead of Intel’s interests. Conflict of Interest ExamplesConflicts of interest typically arise in the following situations: †¢ Conducting any non-Intel business that interferes with the proper performance of our roles at Intel, such as conducting non-Intel business during working hours; utilizing Intel confidential information, specialized skills or knowledge gained as an Intel employee; or using Intel property or equipment for non-Intel uses Offering or accepting a gift, entertainment, or other payment that could be viewed as a bribe Accepting any personal benefit that is or could be interpreted as being given to us because of our role or seniority at Intel or because the donors believe we might be in a position to assist them in the future Participating in or influencing an Intel decision that may result in a personal gain, gain for an immediate family member, or gain for someone with whom we have a close personal relationship Making use of business opportunities discovered or learned through the use of Intel property, information, or our positions at Intel that may result in a personal gain, gain for an immediate family member, or gain for someone with whom we have a close personal relationship Owning a significant interest in any business that does or is seeking to do business with Intel or is in competition with Intel, when the ownership might dilute our loyalty to Intel Supervising an immediate family member or someone with whom we have a close personal relationship †¢ †¢ †¢ †¢ †¢ †¢ Handling Conflicts of Interest Intel recognizes that a conflict of interest may arise without any willful action on our part or that changes in circumstances may create a conflict or appearance of a conflict in situations where previously none existed. If you become aware of a possible conflict of interest, disclose it immediately to your manager, making a full report of all pertinent facts and circumstanc es.The manager will determine, in consultation with Intel Legal as necessary, whether a conflict of interest exists, what needs to be done to resolve the conflict, or whether you may proceed. INTEL CODE OF CONDUCT MAY 2, 2007 8 Disclosure is mandatory; failing to disclose a conflict of interest is a violation of the Code. Gifts and Entertainment Intel recognizes that exchanging business courtesies such as meals, entertainment, routine promotional gifts, and other items can be a part of building strong business relationships. At other times, such business courtesies are not appropriate. Intel provides guidelines to help determine when accepting or offering such courtesies may be appropriate and when to seek advice. As customs vary throughout the world, these guidelines may differ by country.However, there are some principles that are fixed and apply worldwide: †¢ †¢ †¢ †¢ We do not offer or accept a bribe, that is, anything designed to obligate a person to act imp roperly with regard to Intel’s business We do not offer or accept cash or cash equivalents without approval We never participate in any business entertainment activity that would violate the law or embarrass Intel by its public disclosure We consult our Intel Legal representative before offering anything of value to government or political party officials, as such gifts and entertainment are strictly regulated and often forbidden entirely We do not seek favors directly or indirectly, such as gifts, entertainment, sponsorships, or contributions from organizations doing business or seeking to do business with Intel †¢ If you have questions, consult Intel Legal. Intel Employees Protect the Company’s Assets and Reputation Intel spends considerable resources to develop and maintain assets used for the company’s business.We each have a responsibility to comply with all procedures that protect the value of Intel’s assets, including physical assets, informat ion, Intel brands, and its good name and reputation. Protecting Physical Assets Intel’s physical assets include facilities, equipment, and computer and communications systems. We are to use these assets primarily for Intel business. As a narrow exception, we may use computer and communications systems for reasonable, personal use. We need to follow applicable security and use procedures to protect the company’s physical assets from theft, loss, damage, or misuse. Report the theft, loss, damage, or misuse of Intel’s physical assets to Intel Security as soon as possible. INTEL CODE OF CONDUCT MAY 2, 2007 9While Intel respects employee privacy, we should not assume that our desk, cubicle, or use of computer or telephone equipment is private or confidential. Subject to local laws, Intel may search and review both incoming and outgoing communications and all device information, including any passwordprotected employee communications. Maintaining Information Security Proprietary information is another valuable company asset and includes internal and external communication; digital information stored on laptops, handhelds, desktops, servers, backups, and portable storage devices; and hard copy documents and verbal discussions. When we work with proprietary and confidential information, we need to take personal responsibility to safeguard it from unauthorized disclosure, changes, or loss.We must comply with all Intel security policies and procedures for handling information assets and systems to ensure that we meet legal obligations, protect Intel’s reputation, and protect Intel’s investment in proprietary information. Safeguarding Trademarks and Brands Among Intel’s most valuable assets are its trademarks and brands. To protect the value and recognition of Intel's trademarks, Intel has established guidelines that specify how and when they may be used. We must follow these guidelines whenever we use the company’s tradem arks and brands, whether in internal and external communications or in materials prepared by third parties, such as marketing agencies, channel distributors, and Original Equipment Manufacturers. Representing IntelThe value of Intel’s reputation and good name must be upheld whenever we represent Intel. On occasion, Intel may request individuals to act as an employee, officer, director, partner, consultant, representative, agent, or adviser of another entity. In those cases, an employee should discuss the situation with the direct manager. You may need special rules to abide by the Code. In other cases, such as when speaking on business or technology topics in a public setting or posting on the Internet, you must make it clear that you are expressing your own views and not those of Intel, unless you are speaking as an authorized representative of the company.You must carefully follow special rules of conduct if you participate in or take a leadership position with an industry trade association, to avoid antitrust violations. INTEL CODE OF CONDUCT MAY 2, 2007 10 Asking Questions and Reporting Concerns Each employee is responsible for reading, understanding, and following the Code. Anyone who violates the code is subject to discipline, up to and including termination of employment. Anyone who violates the law may also be subject to civil and criminal penalties. To help Intel conduct business with uncompromising integrity and professionalism, every employee has the duty to report possible violations of the law, the Code, and other company guidelines. Ways to Seek Guidance and Report ConcernsBecause the Code cannot address every situation, you will need to seek guidance whenever unsure of the correct course of action. Intel offers many ways to get information and ask questions about the Code. Consistent with Intel’s Open Door process, address the issue with your manager or with any other person in the management chain, including the Executive Office o r any officer of the corporation. Address ethics and legal questions and concerns with the internal groups who specialize in handling such issues at Intel, including Internal Audit, Intel Security, Intel Legal, and Human Resources Legal. Report concerns using the Ethics Reporting Form at EthicsandCompliance. intel. com, which allows for anonymous reporting.You have an obligation to report any potential or actual violations of the law, the Code, or other Intel guidelines, so they may be investigated. Intel takes all reports seriously, looks into the matter, and takes appropriate action. Non-Retaliation Policy Intel does not tolerate any retaliation against anyone who in good faith reports possible violations of law, the Code, or other company guidelines, or who asks questions about on-going or proposed conduct. Employees who attempt to retaliate will be disciplined. Employees who believe they have experienced retaliation for reporting possible violations should contact a local repres entative in Human Resources or Intel Legal.Approvals and Waivers The Code sets out expectations for Intel’s conduct. When certain situations require permission from management or another person before taking action, you need to raise the issue promptly to allow enough time for the necessary review and approval. In a particular circumstance Intel may find it appropriate to waive a provision of the Code. To seek a waiver, speak with a manager, who will consider the request in consultation with others, such as Intel Legal or Internal Audit. INTEL CODE OF CONDUCT MAY 2, 2007 11 Directors and executive officers who seek a waiver should address the Board of Directors or a designated committee of the Board.Intel discloses such waivers for directors and executive officers to the extent and in the manner required by law, regulation, or stock exchange listing standard. Reminders The Code serves as our guide for conducting business with integrity. It is not an employment contract and co nfers no rights relating to employment. The Code is not a complete list of Intel guidelines. You are expected to know and comply with all Intel guidelines related to your job. Violation of these other guidelines may also result in discipline, up to and including termination of employment. INTEL CODE OF CONDUCT MAY 2, 2007 12 Code of Conduct Glossary Terms and Definitions Topic Term DefinitionConduct Business with Honesty/Integrity Conducting Business with Customers, Suppliers, and Others Preparing Accurate Financial/Other Records Company guidelines Additional documentation to clarify key topics such as Supplier Publicity and Confidentiality Policy (SPCP) Financial record Any record that flows into Intel's financial statements. Preparing Accurate Financial/Other Records Preparing Accurate Financial/Other Records Preparing Accurate Financial/Other Records Other business records Auditors Any other document, including PowerPoint presentations, that is not financial in nature, e. g. whit e papers, statements of work, etc. Includes both external and internal auditors. Accounting Standards Generally Accepted Accounting Principles (GAAP), International Accounting Standards (IAS), Securities ; Exchange Commission (SEC)Follow the Letter and Spirit of the Law Bribery and AntiCorruption Government official or representative Any individual acting on behalf of a government, government department, government agency or government-owned company. Enforcement agencies interpret â€Å"government official† very broadly to include individuals who would not traditionally have been treated as a government â€Å"official†. For example under the current enforcement practice even an employee of a partially government-owned entity can be treated as a government â€Å"official†. Consultants who have been retained by the government or who are acting on behalf of the government clearly fall within the current definition. Someone other than the parties directly involved i n the action or transaction.Giving of something of value, money, a favor, something in kind which may include a promise or excusing a debt or obligation is offered or give to a person in position of trust in order to influence his/her judgment or conduct. Bribery and AntiCorruption Bribery and AntiCorruption Third party Bribe INTEL CODE OF CONDUCT MAY 2, 2007 13 Topic Environmental Management and Compliance Import and Export Compliance Term Precautionary approach Import Definition Carefully considering the health or environmental risks from using a material and striving to find cleaner and safer alternatives. An import is any item coming into a country or crossing a border.Imports may be subject to customs duty, quota restrictions, bans, or licensing requirements, depending on the country of origin and the item. An Export is often seen as merely a physical shipment of goods, but this is a common misconception. An export can also take the form of an e-mail message, a conversation, or even a foreign national catching a glimpse of technology or a process that originated in the U. S. A Foreign Person is anyone who is not a U. S. citizen or permanent U. S. resident who is working and residing in the United States. Depending on what country the Foreign Person is from and what type of work he/she will be doing for Intel, an export license may need to be obtained prior to employment.Intel produces products, software and technologies that are considered controlled by the U. S. government. There is also manufacturing equipment at Intel that may be considered controlled by the U. S. government. Give the holder the right to buy stock at a specified price during a specified period of time. Transactions where the underlying value is derived from another indicator, such as a stock price, an index price, an interest rate, etc. Examples include call options which give the holder the right to buy stock at a specified price, or put options which give the holder the right to sell stock at a specified price, during a specified period of time.Give the holder the right to sell stock at a specified price during a specified period of time. Tipping occurs when someone gives material inside information about a company to someone else in circumstances where it is likely that the recipient of the information will trade on that information. Information or subjects discussed with an Intel attorney Import and Export Compliance Export Import and Export Compliance Foreign Persons Import and Export Compliance Controlled software and technology Insider Trading Insider Trading Calls or Call Options Derivatives Insider Trading Insider Trading Puts or Put Options Tip or Tipping Intellectual Property Privileged INTEL CODE OF CONDUCT MAY 2, 2007 14Topic Intellectual Property Privacy Term Intellectual property rights Personal data Definition Include patents, trademarks, copyrights, trade secrets, know how, and mask work rights Personal data includes any information that can be u sed to identify, contact or locate someone. This includes any information which is linked to personal data, or from which other personal data can easily be derived. Examples include someone’s name, address, telephone number, fax number, e-mail address, Social Security Number or other national government identifier, etc. Treat Each Other with Fairly Anti-Harassment Harassment Harassment is a specific type of employment discrimination.It includes verbal, physical and visual conduct that creates an intimidating, offensive, or hostile environment in the workplace that interferes with work performance. Harassment may be based on gender, race, color, religion, national origin, ancestry, age, marital status, sexual orientation, disability, gender identity or veteran status. Any place where Intel business is being conducted including owned or leased offices, labs, warehouses, factories, construction sites, outdoor spaces on Intel property, or offsite business meetings. Defined safety procedures and expectations for the purpose of controlling employee risk to recognized safety hazards. Safety Intel workplaces Safety Safety requirementsAvoid Conflicts of Interest Handling Conflicts of Interest Bribe Giving of something of value, money, a favor, something in kind which may include a promise or excusing a debt or obligation is offered or give to a person in position of trust in order to influence his/her judgment or conduct. This refers to an employee taking advantage of a situation at the expense of the company and profits from the situation as a consequence of taking advantage. It does not matter whether or not the gain or profit was done with intent. Examples of these would be corporate credit-card fraud, expense fraud, theft of Intel products, theft of confidential information, and time-card fraud. An interest in something outside of an employee’s job at Intel is significant when this influences an employee’s ability to make fair and impartial dec isions in the best interest of Intel. Handling Conflicts of InterestPersonal gain Handling Conflicts of Interest Significant interest INTEL CODE OF CONDUCT MAY 2, 2007 15 Topic Handling Conflicts of Interest Handling Conflicts of Interest Dilute Term Definition To reduce the strength, force, or efficiency This may or not refer to a blood relative; this also includes friendships or relations whose may be influential in another person’s decision making or judgments. Action that is done deliberately or with intent To make known; to reveal or uncover These refer to the usually acceptable practices between representatives of 2 or more companies that are considering doing business or are actually doing business together.These practices would include invitations to events or meals, the giving of gifts of appreciation. Under corporate policies and practice, this refers to items of nominal or small value that are routinely given away for marketing purposes and as such these must inclu de a logo or trademark of the supplier, vendor, or contractor who is giving this away. To feel morally or legally bound to do (or avoid doing) something for someone else. For example, a supplier or customer offers you entertainment within acceptable dollar guidelines. If you would feel obligated to provide some benefit to the supplier or customer in return, you should avoid the entertainment. Close personal relationshipHandling Conflicts of Interest Handling Conflicts of Interest Handling Conflicts of Interest Willful action: Disclose Business courtesies Handling Conflicts of Interest Routine promotional Gifts and Entertainment Obligate Protect the Company’s Assets/Reputation Maintaining Information Security Proprietary and confidential information Specific data types that are regulated by laws, contractual agreements, national and international regulations, and Intel Policies. Failure to provide proper access restrictions on the distribution, display, transportation, use, or storage of this information may put Intel at risk and may also put the individuals involved at risk.Examples: Conflict of Interest, Insider Trading and Tipping, Personnel Privacy, Health Information Privacy, Customer Privacy, Customer Transaction Information, Trade Secrets, Future Marketing Information, Controlled Technology, Sensitive Business Processes, Security Information, Legal and Information Export regulations. 1. An asset is something of value to its owner; is often referred to â€Å"property†. Assets may come in the form Safeguarding Trademarks and Assets INTEL CODE OF CONDUCT MAY 2, 2007 16 Topic Brands Term Definition of tangible and intangible property. 2. An asset is any economic resource controlled by an entity as a result of past transactions or events and from which future economic benefits may be obtained. Examples include cash, equipment, buildings, and land. Safeguarding Trademarks and Brands TrademarkA trademark is anything that identifies the source of o ne’s goods or services and distinguishes them from those of another, including a word, a name, a design, a color, a phrase, a sound, or even a scent. It is a word (Tide*), name (Howard Johnson*), symbol (McDonald’s Golden Arches*), device (Pillsbury Doughboy*), phrase (The Ultimate Driving Machine*) or sound (Intel Bong/Sonic) that is used in trade with goods to indicate the source of the goods and to distinguish them from the goods of others. A trademark is a valuable asset worth millions of dollars and signifies the standards of excellence and consistent quality associated with the Intel products and services. This gives the consumer an assurance of quality when making future purchasing decisions in the marketplace.Thus, a trademark is inherently bound up with the â€Å"good will,† and reputation, that is developed by the owner of the mark. 1. A brand is a collection of images and ideas representing an economic producer; more specifically, it refers to the con crete symbols such as a name, logo, slogan, and design scheme. 2. Is often used interchangeably with â€Å"trademark†. 3. A brand is a sign identified by a distinctive word, phrase, sign, package or label. It is a representation of a company’s name, trademarks, products, designs and symbols. Safeguarding Trademarks and Brands Brands Safeguarding Trademarks and Brands Safeguarding Trademarks and Brands Representing Intel Original Equipment Manufacturers (OEM) Channel Distributors Direct Customers

Make a title Essay Example | Topics and Well Written Essays - 250 words - 3

Make a title - Essay Example This brought in disagreements since white settlers had a negative attitude towards native tribes and had to react. White settlers viewed the Indian style of living as poor. They wanted them to follow lifestyles. This ranged from trying to convert them into Christianity, teaching them to speak English. Whites viewed them as people with a very low sense of intelligence judging from the way the built their houses (Roark 64). The government, which favored the white settlers took it as a favor granted unto the natives. However, it all lead to continuous attacks, disagreements and violence. In 1868, the Fort Laramie Treaty had to be signed in order to bring peace between the United States Government and the American Native tribes. This was after white settlers claimed that American Indians attacked them, even when they helped out by acting as tour guides and offering visitors with food and shelter. Both the white settlers and the US government were irrational. All they cared for was get access to the fertile land while ignoring the natives. The US government dishonored the signed treaties. The Dawes Act, 1887 was used a strategy to eliminate tribal ownership on land and divide up tribes into single entities. Through this Act, the US Federal government was able to repossess land and in turn sold it off to white settlers and railway constructors. Due to such dis-orientation, groups like the Mescalero Indians took refuge in Mexico. The Navajos were persistent because they valued their land, customs and beliefs. However, their resistance proved fatal when the US military applied the scorched earth policy. The Native Americans had lots of problems with both the white settlers and the US government. This is because the government was in collaboration with settlers. They ignored the local minority tribes. Instead, they used them as slaves in the construction of railway

Essay about a visual art Example | Topics and Well Written Essays - 750 words

About a visual art - Essay Example The understanding of the painting is, therefore, universal (Fiero, p. 45). The painting was originally identified as the work of Lorenzo di Pierfrancesco in 1500s. It was however after a serious consideration of the characteristics of the paintings and related them to the paintings of the time, and historians have identified that the painting dates back to around 1485-87. The design of the paintings has, therefore, been associated with the work of Sandro Botticelli. The painting has a rich historical presentation that is stored in its design and style. It depicts the breezes and the winds that bring forth Venus, the goddess of love who rises from the sea to the mainland (Fiero, p. 45). The Platonic perception of Venus is seen in two aspects. First, she is an earthly goddess who caused the physical arousal to physical love and human affection. Secondly, she is also seen as the heavenly goddess who inspires and develops intellectual love inside the people who recognize her. According to the teachings of the Platonic Academy, the induced contemplation of physical beauty and love increases the chances that the person will understand spiritual beauty. This implies that Venus, being the goddess of love uses the physical attraction to lift the mind towards something greater. As such, the importance of this painting has currently been used by religion to depict that physical beauty and attraction should lift minds towards the creator ((Frank, pp. 85-90). The Birth of Venus depicts Venus, born from the sea and arising as a nude statue that is floating on a sea shell. From the West, Venus is blown by Zephyr, the West wind. The nymph, Chloris is at the shore prepared to dress Venus in a beautifully flowered mantel. The artist uses a fully committed naturalism style in which he has employed the use of space and representations of natural phenomena, sea, wind and flowers to increase the fantasy. The blowing of the winds that

Conflict and emotions Essay Example | Topics and Well Written Essays - 500 words

Conflict and emotions - Essay Example When the older brother hears the news, he rushes to see his younger brother at the hospital and realizes that he was married to a man. This was shocking news though it is clear that the older brother already knew about his brother's sexual orientation. The words spoken by the dead brother's lover clearly indicate this: "Forgive yourself for not wanting to know him/after he told you. He did." (1. 34-35). It means that these two brothers were at odds with each other when he came out of the closet. The conflict is all about discrimination and the way people treat those who they consider different. Different doesn't mean bad or evil, it just represents diversity and variety of approaches to life. This is what the poem is trying to tell us. The poem also elucidates the challenges that gay people have to encounter in their desire to live their lives their way. The commitment of a gay couple is shown to be even more intense because there are so many odds against them. The straight brother i s unable to grasp this as he wonders ""How could anyone's commitment be deeper than a husband and wife" (1.28) He cannot fathom the mystery. He goes back to his sheltered life where he knows his children will not be targeted or discriminated against. The same conflict of discrimination runs in the other poem, Tu Do Street but h

Critique of Association between Clinical Manifestations of Complicated Assignment

Critique of Association between Clinical Manifestations of Complicated and Uncomplicated Peptic Ulcer and Visceral Sensory Dysfunction Article - Assignment Example The article was definitely useful in furthering research on complicated peptic ulcers in terms of identifying other significant manifestations, especially in cases where visceral sensation and early symptoms are not evident. Since the age factor has been critically identified as an important contributory factor that diminished visceral sensation, medical practitioners who suspect patients suffering from BUP must be vigilant in addressing the illness through more effective medical interventions. The conclusion of the authors that â€Å"identification, elimination, and management of risk factors are essential for reducing the incidence of BPU† is appropriate and concisely accurate. Other research studies on the subject particularly the article written by Dr. Sidney Cohen indicated that â€Å"the typical ulcer tends to heal and recur. Thus, pain may occur for days or weeks and then wane or disappear. Symptoms can vary with the location of the ulcer and the person's age. For example, children and older people may not have the usual symptoms or may have no symptoms at all. In these instances, ulcers are discovered only when complications develop† (Cohen, 2006, 1). As indicated, older people have greater tendencies not to manifest any significant symptoms to immediately address the illness. However, due to the age factor per se, regular and frequent monitoring of the stomach should be part of medical check-ups even when patients do not complain of discomfort or pain.

Business Law Essay Example | Topics and Well Written Essays - 1250 words - 2

Business Law - Essay Example One of the channels that illustrate the fate of John in seeking a help on his consumer rights is the consumer statutes (Tillson, 2012). One of the consumer laws in United Kingdom is stipulated under the Sales of Goods Act as of 1979. Owing to the sale transaction that the buyer and the seller underwent, a number of provisions under the statute give John a chance in seeking a legal redress on the damages he suffered. Even though John and the seller did not enter the contract to sale of the shed product in writing, the sales act under section 4 (1) recognizes that the sale can be entered in writing or orally (Tillson, 2012). At the time John bought the goods from the seller, the decision on the type of the shed to buy was based on the brochure descriptions supplied by the seller. This implied that the good that was to be supplied by the seller was strictly to be sold as described. Thus, the seller should have supplied the design of the shed that John selected among the other designs fo r it to be accepted. Indeed, the sales act under section 13 demands that the goods supplied to the buyers should correspond with the description of their choice (Tillson, 2012). Even though the brochure was applied as, a sample in describing the design of the shed to be supplied by the seller, the law requires that the good supplied should conform to the descriptions of the buyer under section 13(1). Consequently, the failure by the seller to supply the shed description that John described gives him the right to claim for damages from the sales contract entered. Indeed, in precedent case between Re Moore vs. Landauer, it illustrates that the goods sold under description should be supplied under the description that was given. Re Moore Company had contracted Landauer firm to supply tins packed in cases of 30 units. Landauer supplied the containers in the correct quantities but a number of them had 24 tins. Accordingly, the court ruled that the supplier violated the contract description through the packaging method described by Re Moore Company. Similarly, even though â€Å"Shed R Us† business had supplied the shed product, the seller violated the contr act description since Shed D description was component of the contract. Moreover, the Arcos vs. Ronaasen ruling upheld that the failure of the seller to supply half-inch thick staves by supplying 9-16 inch thick was a violation of the contract description. The failure by â€Å"Shed R Us† business to supply a shed that fitted the description of John was violation of the sales contract that gives John the legal right to be compensated for the wrongful doing of the seller. Indeed, under the implied terms of sales contract, a failure by the seller to pass the consideration bargained by the buyer in the sales contract renders the buyer to seek the refund of the purchase price in total. Owing to the fact that John paid a price as the consideration for the shed under description D, he has the right to claim the money back (Tillson, 2012). This is because the consideration measure for acquiring the right property had failed even if shed description B had been supplied. To the extent that the good that was supplied to John was not conforming to the consideration amount paid, the consideration is considered to have failed under the implied terms of sales contract (Tillson, 2012). Section 14(2) of the sales act provides that the goods that a business sells should be of satisfactory quality. The description and price of the good is taken as the standard of a satisfactory qual

Dividend policy of the firm is irrelevant to the rational investor Essay

Dividend policy of the firm is irrelevant to the rational investor - Essay Example These factors lead to fluctuation in the share prices and valuation of the companies. The relevance of dividend policy to a rational investor has been discussed in the subsequent sections (Gross, 2007, p.14). Rational for dividend payments The objective of investments is aimed at capital appreciation of the assets or securities over the period of holding. So, there is a definite reason for the companies to pay dividends which actually reduces the long term capital appreciation due to liquid payments in the form of dividend. The dividend payments are clear cut statements by the companies to showcase their abilities to manage their assets and performance to achieve financial profits and growth. The payment of dividends by the companies assures majority of the investors of sound financial performance in future and builds confidence for investment in stocks (Xu and  Wang, 1997, p.19). The companies decide through their dividend policy on the proportion of dividend payout and the percen tage to be kept for retained earnings. The dividend payment allocations are very delicate as the company also has to focus on increasing the financial wealth in future and reduce their dependency on leverage. The interest and tax rates also play an important role in the dividend policy of the companies. A reduction in the tax rates on long term and short term capital gains would urge the companies to cut down their dividend payments and invest more retained earning for long term capital gains (Funke, 2007, p.11). Empirical theories: Irrelevance of Dividend Policy The aspect of irrelevance of dividend policy to a rational investor can be explained by considering the empirical theories of dividend policy. Residual... The companies give topmost priority to finance their needs of investment looking at the target growth rates to be achieved in the short-term as well as long run. Only after meeting the needs of finances, the companies decide to distribute the residual profits to the shareholders in the form of dividend payments. Thus the shareholders would not be concerned of the dividend policy as capital gains for future from the investments done by the company lies at the core of maximization of their wealth. The rational investors are also knowledgeable that there is no dividend policy that could referred to as an optimal dividend policy. The dividend policies are an outcome of the fund requirement of the companies for financing the investment projects. For this reason, the dividends are declared by the companies which lead to restoration of confidence among the shareholders. Thus the shareholders are attracted more towards the investment in the company stocks as a result of which the price of th e share rises and the valuation of the companies are increased.

Application of Nursing Theory to Practice Essay

Application of Nursing Theory to Practice - Essay Example The purpose of this paper is to choose a middle range theory that may be applied to the predicament of high blood pressure. This paper will describe the theory, its application in research, its application to research, and an alternative theory that may guide practice in an identical situation. Description of Theory The self-regulation theory asserts that effectively accomplishing an intended behavior is a purpose of three fundamental self-regulatory phases that a person should take part in, they include; self-monitoring, self-evaluation, and self-reinforcement. This model suggests that people are inspired to transform their behavior and have the capacity for self-direction and self-action, nonetheless, such action and direction requires the development of skills. The theory indicates that people realize self-regulation by utilizing a response sphere made up of incessant monitoring, assessing, and strengthening their behavior. This sphere takes place in all individuals. Nonetheless, the sphere may be maladaptive if liability is consented for negative behaviors but not for positive ones in the strengthening stage, standards are not attainable in the assessment stage, or if negative components are observed and positive components are not noticed in the mentoring stage. Self-regulation techniques assist people to be conscious of the phases and to make suitable alterations in monitoring, assessing, and reinforcing. Moreover, the self-regulation theory is found on assertions of the social learning theory which asserts that daily behavior is made up of related behavior reactions which are habitual and prompted by previous reactions. This is recognized as an automatic mode of cognitive processing. These automatic procedures do not... This essay approves that the social construction of suffering from high blood pressure deals with concerns such as the way the high blood pressure patients manages the way in which they divulge information concerning their condition and the lifestyle adjustments these patients will have to establish so as to deal with the high blood pressure. This report makes a conclusion that one of the most widespread manners theory has been systematized in practice is in the nursing course of examining appraisal information. Nevertheless, regardless of nursing theories, people in the nursing profession will persist to show a caring reaction to the troubled and sick. If this may be proven to be accurate, then it may be argued that nurses are carrying out their responsibilities without the acquaintance of theories and that theory is not relevant. Nonetheless, practice and theory are connected, and if nursing is to continue to advance, the notion of theory should be taken in hand. Also, if nursing theory is not able to promote the advancement of nursing, it will continue to progress in the path of different subjects, for example, medicine. Because of the varied nature of patients and nurses, it appears improbable that nursing will ever get to the prototype point. Consequently, it may be time that practice-based and academic nurses recogn ize that a single theory does not possess the capacity to explain the whole nursing phenomenon and its practices. Therefore, if theory is supposed to promote practice, it should be developed considerately with individuals who are involved in nursing.

Theories of motivation Essay Example for Free

Theories of motivation Essay Barbara Ehrenreich’s Nickel and Dimed clearly showed us how difficult it was for the lower 20% population of America to merely survive an entire day. Given the fact that it was during the years 1998 and 2000 that America had its glorious economic boom, it cannot be denied that Ehrenreich’s novel brought to us a wakeup call to reality. On how she struggled to merely pay for her rent or even to get herself enough food to eat is something that a lot of Americans are actually experiencing, especially now that we are in the state of recession. If Ehrenreich had conducted her experiment in the present, I believe, she would have gotten a worse and more difficult experience. The state of America’s economy now is something far from promising—not only for Americans but also to everyone else throughout the globe. It can never be denied that whatever the state of a country’s economy is there will always be a greater percentage of people who belong to the base of the economic triangle. Those people are the ones who struggle to merely have a bed to sleep on at night or even food to eat for the day. They are the ones who push themselves to the limit—physically and mentally—just to survive. Back in 1998, America was considered as one of the best economical refuge of people from different countries. A lot of Asians, Latin Americans, Australians and even Europeans alike venture to the United States to find a better state of living. Nowadays, however, most of those people are starting to leave the country to go back to their homeland due to the sudden loss of jobs and affordable places to live in. This is one proof that indeed, compared to before, the economy of the United States has gotten worse and if Ehrenreich did conduct her experiment in the present, she’d definitely have a harder time. In 1998, 1-star motel rent rates of the US ranged from $13 to $20 a night, depending on the location of the motel and the services that were included with the rent, such as TV, telephone, security, etc. These motels usually were badly kept, needed serious repair and didn’t even provide the basic needs of the usual customer. These were the types of motels that a usual low-wage homeless worker goes to stay. In the present, 1-star motel rates are actually much steeper compared to before, ranging from $55 to $90 a night, with the fact that less motels are available now due to the increasing instability rate of America’s economy. Given those facts, if Ehrenreich would have conducted her experiment in the present, her chances of finding a cheap will-do place would be smaller. She’d have to struggle into either working extremely hard to pay the rents of the most available motel she could find or stay nights in her car for the moments that she didn’t have a place to stay. Of course, Ehrenreich’s chances of surviving in the present would vary greatly depending on her wages. With the reality that wages are a bit higher nowadays compared to before, Ehrenreich would still be having a hard time. In 1998 to 2000, minimum wages were around $6 to $7 an hour and having only one job is not enough to pay for anyone’s monthly rent—add to that food, medics, gas and all the other basic necessities. During the experiment, Ehrenreich struggled from being a waitress to a housekeeper to a dietician and in every month that she had her experiment, she always had to have two jobs just for her to pay the monthly rent. As time goes by, the rich multiply in number, twice as much for the poor and like what Ehrenreich said in her novel, low cost apartments and motels are being replaced by expensive condominiums and apartments, forcing people to rent spaces that they cannot even afford with merely just one or two jobs. If Ehrenreich were to conduct her experiment in the present, she would likewise be forced to rent a space that’s either near her workplace or quite available, which however would force her to choose between extremely expensive and quite affordable. According to Time Magazine, the hourly minimum wage was increased by . 85 cents back in 2007. This happened to be a relief for some people who were working in companies that somewhat considered their employees for good compensation. In some small businesses, however, like Laundromats, Supermarkets and Salons, not much change were seen. Employees who worked under such industries had wages that averaged to only $3 per hour. Given this scenario plus the sudden spike of unemployment in America due to fluctuating prices of basic necessities we could pretty much say that Ehrenreich’s chance of survival drops to nearly impossible. Simply put, Barbara Ehrenreich’s experiment would definitely have different results if she had conducted it in the present. Given the facts of unemployment, fluctuating prices and lack of available resources, Ehrenreich’s chance of survival would be less compared to before. Today is simply a much harder time to live. We are living in a world that’s crueler than before. Surviving is much more difficult, living is truly tiring. America is now a different country, offering hope to some and none to almost everyone. Works Cited: Ehrenreich, Barbara. Nickel and Dimed: On (Not) Getting By America. USA: Metropolitan Books, 2001. Hansen, Randall S. â€Å"Surviving and Moving Beyond Low-Wage Jobs: Solutions for an Invisible Workforce in America†. 14 November 2008. http://www. quintcareers. com/surviving_low-wage_jobs. html. Caplan, Jeremy and Fitzpatrick, Laura. â€Å"The Worst Jobs in America†. Time. 30 July 2007. 14 November 2008. http://www. time. com/time/business/article/0,8599,1648055,00. html? imw=Y.

Spectrum Brands Essay Example for Free

Spectrum Brands Essay -Remington leader on shaving and personal care products generates global revenue of US$350 million with 8 sales reps assigned to specific retailers. -United/Nu-Gro leaders in the lawn and garden care with sales US$550 million and insect control products with sales US$150 million, target customers who desire comparable products with lower prices than premium-prices. -Distributors offer same services than an internal sales force could and are responsible for the sales in the diverse geographical locations of pet retailer markets. Weaknesses -Spectrum through Rayovac have been able to secure space shelf space in a small number of retailers while competitors gain market share through greater control over distribution channels, retailers, and prices. -The United/Nu-Gro professional division has its own dedicated sales force that creates a lack and dependency on sales reps expertise. -The lawn and garden care, insect control and pet foods industries Spectrum is in have different seasons that the new sales force must balance. Opportunities -The sales force from competitors offers retail discounts and promotional discounts to retailers, distributors and wholesalers creating a competitive advantage that Spectrum may add as value to its new sales force. -A restructured sales force can focus on the sales growth with greater benefits for the company -Room for greater retail presence by offering product discounts and stealing market share from competition if the sales costs are better managed. Threats -That the new sales force would end up doing significant duplication of efforts if sales reps would call same retailers at the same time. -An ineffective selection process of the new sales force could disrupt the growth momentum of Spectrum’s individual brands and the relationships with retailers, wholesalers and customers. Competitors get the benefit. -The sales in the lawn and garden division may be a risk of having a poor season since sales depend on weather conditions. SWOT analysis In general, the current sales force is not efficient as it needs to be. Although the total sales of all divisions are steady, competitors are gaining shelf space through channels of distribution that Spectrum is not able to reach due to the lack of sales focus by its sales force. Inspite of the market share challenge, Spectrum is in a great position to increase the market share by carefully creating a sales force that would increase its market visibility. Market Analysis Battery Market Consumers rely on convenience and quality when purchasing batteries and tend to gravitate towards the brand names. Spectrum’s competitors are Procter Gamble 40% and Energizer battery brand with 40% of the market share. The alkaline battery is expected to dominate the market in 5 years. In Canada, the alkaline battery market is above CAD $300 million. Rayovac holds 20% of the market. It is a household seasonal product and 70% of the sales primary done during and after Christmas. Mass merchandisers, home garden centers and niche electronic stores are used as retailers generate 60% of sales, while 40% of sales are with wholesalers, distributors, especially in Wal-Mart with 40% of shelf space. Shaving and grooming products market. A combination of electronic grooming products and hair care applications with a growth of 3% and expected to continue. It has a sales cycle as gift giving season, shaving and grooming products are in high demand on Christmas, father’s day and mother’s day. Remington merged with Rayovacin2003; Remington (Now Spectrum) has secured 30% in USA and 21% in UK of the market share with global revenue US$350 million in 2003. The major competitors in the shaving market are Norelco (Philips) with rotary shavers and Braun-Gillette (Now Procter Gamble), while in hair care industry are Conair Corporation and Norelco that competes on quality and price. Sales reps have a direct presence in the success of sales since they manage sales directly with small niche retailers like salons, specialty hair and body care. It generates 35% of total sales. Wal-Mart retail generates 40% of sales as a traditional retail channel. Lawn and Garden Market It is driven by the baby boomers population. In North America more than 80% of household’s participants in garden activities generate a US$4 billion industry in sales and a potential annual growth of between 4% and 5%. The insect control products play an important role in this market. When new diseases appeared like West Nile virus and bone diseases, it increases demand for more insect control product raising the market in about 7% to 8% in sales. Scotts and Johnson Son, Inc are the market leaders with products like Ortho and Roundup. United/Nu-Gro company a Canadian subsidiary of United Industries Corporation in USA, is the number 2 company in lawn and garden products with a 23% market share and US$550 million in sales. The key of its success is in offering brand names such as Vigoro, Shultz, and CIL to targeted consumers  who want products at a low price. In the Insect control market, United/Nu-Gro is number 2 with 24% of market share and US$150 million on sales. Mass merchandisers and garden and home centers are the channels used generating 60% of sales in the consumer division. The professional division has its own sales team specialized in professional products for specific customers like golf courses and pest control operators generating 25% and 15% of sales respectively.

The Different Elements Of Identity

The Different Elements Of Identity At stake are questions about the linkages of different identity domains, how the various aspects of the self interconnect, and how various identities become active or inactive as people locate themselves in various social contexts (Narvà ¡ez et al 2009) Everyone needs to know who he or she is. This is a question about ones identity. Identity is a complicated and debatable termà £Ã¢â€š ¬Ã¢â‚¬Å¡ It is a set of characteristics that belongs uniquely to somebody. It includes both changeable and stable aspects and is influenced by both outside and inside factors. Ones identity consists of three basic elements: personal identity, family identity and social identity. Each of these elements is determined by individual circumstances (Wetherell et al 2008). First of all, personal identity is about ones moral beliefs and self values. It is showed in the decisions one makes, the way they talk to themselves and the different goals they have achieved in their lives (Wetherell et al 2008). Most people have a standard for right and wrong. People doing the right things would grow honesty and integrity (St Louis 2009). On the other hand, if a person keeps on doing things that they believe to be wrong, they may start to believe they are not to be trusted. These choices will have huge effect on how people consider themselves; this is called sense of worth (Nolan and Rudenstein 2009). Communicating with themselves, people do self-talk (Narvà ¡ez et al 2009) most of the time. This self-talk is an important way to build up the sense of how people consider themselves and their self-identity. Each person has their own standards and values. Each person judges how they are doing according to these criteria (Dyrenfurth 2009). Moreover, ones successes and failures will also affect personal identity (Dyrenfurth 2009). When people achieve their goals they feel accomplished and fulfilled (Narvà ¡ez et al 2009). In contrast, if one fails there occurs a self-questioning (Nolan and Rudenstein 2009). Setting and fighting toward goals also makes people meet their limits, which helps find their abilities as well as limitations. This is important for ones self-identity (Narvà ¡ez et al 2009). Second element is family identity. It is made up of the characteristics a person has been given along with the role in their family they have been born into (Wetherell et al 2008). Family identity builds up the cultural environment in which people will grow their knowledge of who they are. Scientifically, this is about DNA, which is unique to each and everyone. As well, the inherited traits (Narvà ¡ez et al 2009) one receives through birth determines both their mental and physical attributes. Some children may be gifted with high intelligence while others may suffer with an emotional, mental, or physical handicap (Crenshaw 1996, cited in Narvà ¡ez et al 2009). Although these nature born characteristics may have less impact during life experience, they will always have fundamental effects. The bearing on (Wetherell et al 2008) identity or say the role people are born into in their families has been well explored by many psychiatrists. There are many researches exploring the personal characteristics different roles of the family will have. Commonalities of people within each group (Wetherell et al 2008) can be explained by analyzing childrens behaviors in their families. The Firstborns (Wetherell et al 2008) are known to feel they have the responsibility to be the one to set an example in their family (Zylinska 2005, cited in St Louis 2009). While the youngest child of the family are often considered spoiled and not have to fight for as many rights as their older siblings. (St Louis 2009). Though these generalizations may vary in different families, they still impact on ones identity throughout life. Culturally family leads to the way of life one will go. Women and men have always considered having different roles in life (St Louis 009). This is determined in both gender roles and ethnic groups. For example, men are often taught to be the ones to earn money and in contrast, women are to be the homemakers. Men are natural to be tough and unemotional while women are caring and sensitive (Wetherell et al 2008). On ethnic stage, education is one of the most significant aspects in some cultures, while athletic ability or beauty is more important for others (Duany 2003, cited in Nolan and Rubenstein 2009). These are all cultural influences one would receive to build up their sense of identity. . . . the question, and the theorization, of identity is a matter of considerable political significance, and is only likely to be advanced when both the necessity and the impossibility of identities, and the suturing of the psychic and the discursive in their constitution, are fully and unambiguously acknowledged'(Hall 1996, cited in St Louis 2009). Finally, social identity is about ones world around them. It includes what one believes others feel about them and how one believes they fit within their society (Wetherell et al 2008). It is largely influenced by factors such as ones working class, monetary value, education level, and popularity (Dyrenfurth 2009). Owning a company compared to working at the bottom floor of a company creates a different sense of power and security (Nolan and Rubenstein 2009). Positions in employment can impact on the community one lives in and the respect they receive. This is how it impacts on the power and respect one believes they have (Nolan and Rubenstein 2009). This also affected by monetary conditions, as people with wealth are often given the same power and respect in society. A well-dressed person will be more intently listened to in public than one who is poor and in broken clothes. This will transfer over to the sense of worth people feel they have (Dyrenfurth 2009). Moreover, the level of education one experiences effects the belief of ones ability. Society as a whole enforces the separation (Wetherell et al 2008). Many community and business positions require a formal education record without giving exploration to the experiential background of candidates. This may cause one to believe they are more or less equipped, brighter or slower depending on the level of education received (St Louis 2009). Last but not least, ones popularity in society is among the greatest influences upon social-identity. To be popular or not in determined by many aspects. One can hold or lose popularity by showing their charm, good will, humor, intelligence, power, social standing, wealth, beauty and so on. Being liked or not is based on these qualities, which may highly likely cause one to re-evaluate the qualities they believe they have and their elf value and self-identity (Narvà ¡ez et al 2009). Peoples feel of their self-identity will change during their social experiences. In conclusion, with such individuality and uniqueness, it is without a doubt to say identity is complex, but it is also simple to see aspects from where self-identity is gained. Self-identity shifts throughout life with influences of family, personal, and social factors. In the end, ones identity is built up of a set of characteristics that one finds are uniquely belong to oneself.

Expressions of Fear in The Red Badge of Courage :: Stephen Crane, The Red Badge of Courage

  Ã‚  Ã‚  Ã‚   The important conflict in The Red Badge of Courage is Henry Fleming's fear about how he will perform in his first battle.   There are three people who expressed their ideas about their fears before the first skirmish.   They are Henry Fleming, Tom Wilson, and Jim Conklin.      Ã‚  Ã‚  Ã‚   Henry is worried about how he will do in this first battle.   He isn't sure if he will run or not, and he is scared that he might.   He doesn't want to look like a fool and run, but he is also scared of getting killed. Even though Henry never expressed his fears to Tom Wilson or Jim Conklin the audience could tell by the expressions on his face that he was scared. While he was writing a letter to his parents he writes about how he is going to fight for the first time and he wants to make the proud.   After Henry runs away from the first battle he feels embarrassed because he didn't have a wound.   No one knew he ran so he still had his pride and after that his attitude changed and he began fighting with no fear.      Ã‚  Ã‚  Ã‚   Tom Wilson is another young sodier in the 304th regiment who is called the loud soldier.   When he is in the tent talking to Henry and conklin he talks about how he will not run and take on the whole army on by himself. When he is in the first battle he tries to run but is caught by an officer and made to go back and fight.   His attitude changed from being confident to being scard of fighting.      Ã‚  Ã‚  Ã‚   Jim conklin is also a soldier in the 304th regiment who talks with Henry and tom.   When Conklin was talking to Henry and Wilson about how they felt about fighting their first battle, he says that he will run if he sees everyone else running.   He is the only one to admit to everyone that he is scared about fighting.   He is also the only one not to run away from the first battle even though other people were.   When Henry sees him walking in the road after the war he has been shot and is hurt bad.   Jim is afraid of lying in the road and being run ober by the artillery wagons.

Home / Identity Essay -- science

Home / Identity The word ‘home’ is something that is often misunderstood. Home makes up your identity and not many people know that. Therefore you ask me, ‘what is home?’ Home is not just in your house. Home is a place that surrounds you. It’s you environment and cause for emotions. Your home is where you are with the people that surround you (peers, family, and strangers), as well as cars, houses, stores, and/or toys. All of these things (people, buildings, playful objects, and nature) are the components that make up a home. Some people don’t have all of those things in their home though. A homeless man has no house to live in whereas a rich man has a beautiful house to his or her accommodations as well as anything that will make him or her happy. This also explains the question, ‘where is home?’ Home has no exact place to be. Your home can be on the opposite side of someone else's home. You can even share the same home with family members that live with you, even though they see it different than you. That is because you don’t share the same emotions. Emotions are expressed differently through each person because of their life experiences. A young child could be laughed at at school, while their brother or sister(s) isn’t laughed at. The result for that is that they could live in the same home, but be different people in their personalities. The word ‘personalities’ is often mixed up with the word ‘identity.’ The way a person is treated affects their personalit...