Essay 2: Gender, Race, and Ackright: How We Oppress Ourselves

Notes:

     As we continue to move forward in the course, we are starting to change the subject from strictly an issue of race, and have shifted to the subject of sex, and the system behind “gender roles.”

     Now, I want to move the class into the subject of current pop culture, specifically in regards to Hip Hop, and focus on ideas of sexuality (both physically and physiologically) and gender roles within the hip-hop community/aesthetic.

     The next essay that we are reading for this week is by the Journalist/Feminist Activist/Teacher/Satirist, Joan Morgan. I feel like this assignment is important because I love hip-hop (among a couple other genres), but I am constantly confronted with the issue of misogyny and the oppression of the female body. Because of that, I think we should write about it. So first, read this excerpt:

“From Fly-Girls to Bitches and Hos” Joan Morgan

     This essay is an excerpt from her book, When Chickenheads Come Home to Roost: A Hip-Hop Feminist Breaks Down (1999), where Morgan continues to discuss different themes regarding gender and race oppression, or the perpetuation of hatred and death with each chapter of the book.

     BUT one thing that we should keep in mind as we read this very stimulating article, is that it is somewhat outdated. Yes the themes of systematic racial oppression in America that she discusses, and the violence embedded in hip-hop culture is still very real, BUT there has been a lot of change in tastes and trends since this book was written in ’99; that’s almost 20 years of scene evolution! And, although a person could probably still argue that hip-hop contains themes consistent with those that Morgan discusses, in 2017 the climate has changed, and people of all genders, races, orientations and creeds are demanding equality.  

     For this week, I want you guys to use a combination of the essays that we’ve read so far, and also information and data that you collect from an outside source. You don’t have to use the Library Databases (yet!), but you will be using the internet to research some magazines, and draw conclusions about what you see/read.

Recommended Websites (if you read something that's not on this list, you can use that too):

Vibe

Urb

Complex

XXL

Source

Your Writing Assignment:

Survey the current issues of several magazines aimed at fans of rap music. Look through their front pages, make note of the ads, the images and themes of the websites, and the types of articles that they are hosting on their homepages.

What images do they present of women, men, and human relationships? How often do they reflect the themes that Morgan discusses? How often do they contradict the themes that Morgan is discussing? What other themes and patterns do you find? To what extend, if any, have the subjects and attitudes of hip-hop changed since the 1990s? Even still, with all the change, what still needs to change to make the scene even more “equal”?

After your Intro, begin your argument with a discussion of Gender Identity (reference the Devor article), and observe how these “gender roles” play a role in your life and community. Then begin to explore how these types of roles affect the lives of men and women in terms of power structures; in the story of America, who is always the “more powerful” or “head of the household?” This will create a nice springboard for your discussion of gender within hip-hop.

***

Guidelines:

3-4 Pages

MLA Format - Header, 12pt Font, Times New Roman, Double Spaced

Use a reference or direct quote from at least one (1) essay/article that we've read for class, and use two references or direct quotes from (2) different magazines in your research.

Work Cited Page

To investigate water quality, in early September 2016, the Ohio Department of Health took water samples at 24 beaches on Lake Erie in Erie County. Those samples were tested for fecal coliform, which is the E.coli bacteria found in human and animal feces. An unsafe level of fecal coliform means there is a higher chance that disease‑causing bacteria are present and more risk that a swimmer will become ill if she or he should accidentally ingest some of the water. Ohio considers it unsafe for swimming if a 100 ‑milliliter sample (about 3.4 ounces) of water contains more than 400 coliform bacteria. The E. coli levels found by the laboratories are shown in the table. 18.7 579.4 1986.3 517.2 98.7 45.7 124.6 201.4 19.9 83.6 365.4 307.6 285.1 152.9 18.7 151.5 365.4 238.2 209.8 290.9 137.6 1046.2 127.4 224.7 To access the complete data set, click the link for your preferred software format: Excel Minitab JMP SPSS TI R Mac-TXT PC-TXT CSV CrunchIt!

Take these water samples to be an SRS of the water in all swimming areas in Erie County. Let μ represent the mean E. coli counts for all possible 100 ‑mL samples taken from all swimming areas in Erie County. We test H 0 : μ = 400 versus H a : μ < 400 because the researchers are interested in whether the average E. coli levels in these areas are safe.

(a) Find ¯¯¯x , s , and the t statistic. (Enter your answers rounded to three decimal places) ¯¯¯x = s = t = Find the P -value . (Enter your answer rounded to four decimal places.)

P ‑ value =

Are these data good evidence that on average the E. coli levels in these swimming areas were safe?

There is good evidence to conclude that swimming areas in Erie County have mean E. coli counts less than 400 bacteria per 100 mL.

The data gives us no conclusive evidence one way or the other.

There is not good evidence to conclude that swimming areas in Erie County have mean E. coli counts less than 400 bacteria per 100 mL.

(b) Use the software of your choice to make a graph of the data. The distribution is very skewed. Another method that gives P ‑values without assuming any specific shape for the distribution gives a P ‑value of 0.0043 to answer if the given data shows average E.coli levels were safe in the swimming areas. How does the one‑sample t test compare with this? The one‑sample t test gives a significantly lower P ‑value. The one‑sample t test gives a significantly higher P ‑value. Both methods give similar P ‑values. Should the t procedures be used with these data? Due to extreme skew and the presence of outliers, t procedures should not be used here. Due to symmetry and the absence of outliers, t procedures should not be used here. Due to symmetry and the absence of outliers, t procedures should be used here. What does the P ‑value from the method that does not assume any specific shape for the distribution indicate? The method that does not assume a specific shape for the distribution provides very little evidence that these swimming areas are safe on average. The method that does not assume a specific shape for the distribution provides very strong evidence that these swimming areas are safe on average. The method that does not assume a specific shape for the distribution provides very strong evidence that these swimming areas are not safe on average.

Based on the Case below, Write a brief explanation that explains why the case represents its particular ACHE competency domain. (Be sure that the explanation justifies the assigned competency domain based upon the facts and circumstances of the case.) Case: Case 2: Professionalism The pressure was mounting with the nursing rank and file that nursing needed to become part of a bargaining unit. There were signs and indications in all three hospitals and one nursing facility that some level of organization was being attempted by the professional nursing association. Pamphlets supporting this association were seem in the cafeterias of these institutions. Directors of nursing units were reporting that some of their staff members were openly discussing the benefits of organizing in staff meetings and while performing their duties. All of this was causing stress for the nursing supervisors and leadership. They sensed a reduction in productivity and an increase in morale issues. After six months of this type of activity, the Vice President of Nursing decided to take action. She informed all of her directors and managers that no discussion of this matter would be tolerated during working hours. She also stressed that any literature being distributed to encourage membership in a bargaining unit would be grounds for disciplinary action. It was as if the battle lines were being drawn and the very culture of nursing was being threatened. The president of the health system decided that such a rigid position by Nursing administration as counter-productive and would cause more issues than solve any problems related to the issue of bargaining representation. In discussion with his Chief Human Resource Officer and the lead legal counsel for the system, he proceeded to develop an official response to the issue that would override what the VP of Nursing had done. His position was grounded in the federal law regarding the election of workers into bargaining units, and what the Labor Relations Board stated were the fair and legal practices all employers needed to follow. He also based his position on the advice of his HR officer who understood the mood and culture of the nursing staff and was aware of why a percentage of nurses would advocate for such representation. Within two weeks of the President’s policy being implemented, noticeable changes occurred. Nurses were free to discuss the merits and disadvantages of joining a bargaining unit as along as it was did not interfere or in any reduce the level of quality in patient care. All nursing units were to hold staff meetings that allowed members of the HR team to speak to them about bargaining representation and what it would mean in terms of working conditions, salary, and fringe benefits. They were also encouraged to have a member of their staff who supported representation present that side of the question if that was deemed something the nurses on the unit wanted. The President made it clear that this level of exchange should be done to educate and inform, not to bully or coerce anyone into a position they felt was uncomfortable or not desirable. When questioned by the VP of Nursing about this position and policy, the President suggested that employees of the health system needed to be treated as adults with certain rights that were protected under the law, as well as being subject to ethical standards that support the overall vision of the organization. No vote to accept a bargaining unit ever materialized. Those individuals who were strong supporters of such representation became to realize that there was far too little backing to take a vote for representation. Within the next eight months there were little signs of any action being conducted for nursing to organize. Nursing managers and directors reported that morale had returned to normal levels, as well as productivity with no signs that any of what had happened in the past number of months negatively affected patient care.

Based on the Case below, Write a brief explanation that explains why the case represents its particular ACHE competency domain. (Be sure that the explanation justifies the assigned competency domain based upon the facts and circumstances of the case.)

Case:

Case 2: Professionalism

The pressure was mounting with the nursing rank and file that nursing needed to become part of a bargaining unit. There were signs and indications in all three hospitals and one nursing facility that some level of organization was being attempted by the professional nursing association. Pamphlets supporting this association were seem in the cafeterias of these institutions. Directors of nursing units were reporting that some of their staff members were openly discussing the benefits of organizing in staff meetings and while performing their duties.

All of this was causing stress for the nursing supervisors and leadership. They sensed a reduction in productivity and an increase in morale issues. After six months of this type of activity, the Vice President of Nursing decided to take action. She informed all of her directors and managers that no discussion of this matter would be tolerated during working hours. She also stressed that any literature being distributed to encourage membership in a bargaining unit would be grounds for disciplinary action. It was as if the battle lines were being drawn and the very culture of nursing was being threatened.

The president of the health system decided that such a rigid position by Nursing administration as counter-productive and would cause more issues than solve any problems related to the issue of bargaining representation. In discussion with his Chief Human Resource Officer and the lead legal counsel for the system, he proceeded to develop an official response to the issue that would override what the VP of Nursing had done. His position was grounded in the federal law regarding the election of workers into bargaining units, and what the Labor Relations Board stated were the fair and legal practices all employers needed to follow. He also based his position on the advice of his HR officer who understood the mood and culture of the nursing staff and was aware of why a percentage of nurses would advocate for such representation.

Within two weeks of the President’s policy being implemented, noticeable changes occurred. Nurses were free to discuss the merits and disadvantages of joining a bargaining unit as along as it was did not interfere or in any reduce the level of quality in patient care. All nursing units were to hold staff meetings that allowed members of the HR team to speak to them about bargaining representation and what it would mean in terms of working conditions, salary, and fringe benefits.

They were also encouraged to have a member of their staff who supported representation present that side of the question if that was deemed something the nurses on the unit wanted.

The President made it clear that this level of exchange should be done to educate and inform, not to bully or coerce anyone into a position they felt was uncomfortable or not desirable. When questioned by the VP of Nursing about this position and policy, the President suggested that employees of the health system needed to be treated as adults with certain rights that were protected under the law, as well as being subject to ethical standards that support the overall vision of the organization. No vote to accept a bargaining unit ever materialized. Those individuals who were strong supporters of such representation became to realize that there was far too little backing to take a vote for representation. Within the next eight months there were little signs of any action being conducted for nursing to organize. Nursing managers and directors reported that morale had returned to normal levels, as well as productivity with no signs that any of what had happened in the past number of months negatively affected patient care.

Read the text below and answer this: What regulatory steps can the Indian government take to make the environment more hospitable to investors?

Excessive red tapism, poor infrastructure, complex tax policies, protectionist labor laws, high licensing and inspection costs, congested judicial system and land acquisition problems are major bottlenecks forcing investors from Korea to opt for other Asian countries over India, according to a study by apex industry body ASSOCHAM.

"With just 1.25 per cent share i.e. about $2.6 billion of Korea's $215 billion worth total overseas investments till the end of 2012, India figures quite low on the list of favored investment destinations for Korean companies evidently as investors from Korea have pumped in $39.67 billion in China, $14.18 billion in Hong Kong, $8.38 billion in Vietnam, $6.73 billion in Indonesia, $4.65 billion in Singapore, $3.95 billion in Malaysia and $3.81 billion in Japan," noted a report titled 'India-Korea: Eliminating Barriers and Increasing Investments,' prepared by The Associated Chambers of Commerce and Industry of India (ASSOCHAM).

"Though the bilateral trade between India and Korea reached $19 billion clocking nearly 20 per cent growth during 2012, it is relatively low compared to the size and structural complementarities of the two economies," said the ASSOCHAM report.

"Korean FDI inflows have been growing at a very tardy pace as their companies seem to be keener to explore other emerging markets more so as many of them feel that if big company like POSCO can face difficulties, despite government assurances, it would be even tougher for smaller companies to survive in India," highlighted the ASSOCHAM report.

In its report, ASSOCHAM has suggested the government for speedy administrative processes for approval and clearance of big-ticket investment projects through fast track process, development of dedicated world-class industrial parks and supporting infrastructure like logistics, power and water supply, carrying out tax reforms like early introduction of goods and services tax (GST) and developing social infrastructure like Korean restaurants, recreational facilities and others.

"South Korean companies can forge business alliance with their Indian counterparts to become partner in infrastructure development as India plans to tap $1 trillion in infrastructure sector by 2017," suggested the ASSOCHAM report. Moreover, there is vast scope to boost trade in services like information technology (IT), information technology enabled services (ITeS), communications, banking, insurance, education, broadcasting, tourism and healthcare.

The chamber study further states that automobile, infrastructure, nuclear and renewable energy, defence, small and medium enterprises (SMEs) and shipbuilding are some of the key areas with significant potential for investments and co-operation between India-Korea.

Besides, there is tremendous potential for India and South Korea to work together and explore possibilities of promoting third country exports by taking advantage of the various rationalised procedures and investment norms applicable to the Special Economic Zones (SEZs), added the ASSOCHAM report.

India may act as an ideal destination for Korean companies to relocate to counter growing labour scarcity and rising wages back home thereby taking advantage of India's cost-effective human resources, it added.

Further, there is also scope for the two Asian giants to take leverage from complementarities in case of India's growing knowledge-based service industry and Korea's hardware and manufacturing-based economic structure. Besides, India's capabilities in pharmaceutical industry, IT software and auto components indeed complement Korean competence in heavy engineering, automobiles, machinery and electronic hardware. Also significant opportunities for bilateral co-operation also exist in the area of internet and e-governance.

The Audit of SSM

Background: Steve’s Shoe Makers Inc. (SSM), a company that is publicly traded on the New York Stock Exchange, manufactures and distributes high-performance athletic footwear and apparel. Established in Philadelphia in 2000 as a small, family-owned business, SSM has expanded to include a wholly owned subsidiary, Steve’s Shoes LLC. SSM’s corporate management is based in Philadelphia, and the manufacturing and distribution plants are located in Houston and Los Angeles. You have been hired as SSM’s external auditor and have been assigned to test SSM’s related parties and its relationships and transactions with related parties in accordance with PCAOB AS 2410. You have spoken with SSM’s CEO, Dain Blanton, who believes that the processes and controls in place at SSM would result in the identification of any related-party relationship that would require further investigation or possible disclosure in the financial statements. Further, he has stated that the company does not have any related-party events or transactions that would need to be disclosed in the current-year annual financial statements in accordance with ASC 850. See the appendix below for SSM’s organizational structure. Management’s Processes and Controls To understand management’s processes and controls over related parties and its relationships and transactions with them, you obtain SSM’s relevant process flow narrative from management, which states the following: Before hiring a new employee, the human resources manager performs a background check. Employees hired for management positions must disclose their significant ownership interests. SSM’s legal department maintains a listing of these disclosures (“related-parties listing”) and periodically checks the disclosed relationships against SSM’s vendor and customer master file. Annually, before SSM files its Form 10-K, management signs representations indicating that to the best of its knowledge, SSM did not enter into any related-party transactions that were not disclosed in the financial statements. Management also discloses any changes in its significant equity ownership or investments at this time. A review of the representations is performed by the legal department, the related-parties listing is updated for any new related parties identified, and the records are maintained in a locked room. Risks of Material Misstatement As a result of the risk-assessment procedures performed, you have determined that the risks of material misstatement listed below apply to the audit of SSM. You have also determined that none of the identified and assessed risks of material misstatement are significant risks. (Note that there are additional risks of material misstatement regarding related parties and relationships and transactions with related parties; however, this case study only focuses on the risks outlined below.)

R_RP_1: Related parties and transactions with related parties may not be appropriately identified.

R_RP_2: Related-party transactions are not recorded in accordance with applicable accounting standards.

R_RP_3: Related-party transactions are recorded:

• For transactions that did not occur or are pending.

• At incorrect amounts.

• In the incorrect period.

R_RP_4: Related-party transactions are recorded:

• For transactions that lack a business purpose.

• Without taking into account the counterparty’s financial capability.

R_RP_5: The related-party disclosure includes transactions that:

• May not have occurred.

• Lack a business purpose.

• Are not recorded on terms equivalent to those prevailing in an arm’slength transaction and are not disclosed as such.

R_RP_6: The related-party disclosure does not sufficiently describe related-party transactions in accordance with the applicable financial reporting framework.

Please answer the following questions:

1) Are management’s processes and controls over related parties and related-party relationships and transactions sufficient? Why or why not?

2) What would be the implications on the audit if an undisclosed related-party transaction was identified during the completion of audit testing?

The firm currently produces safety glasses using a machine called the Glasses-O-Matic. This existing machine is at the end of its useful life, so the firm would be required to buy a new machine immediately if they decide to proceed with this technology. The existing machine has been fully depreciated, however can be currently sold at a salvage value of $50,000. The new machine can be purchased at a price of $1,200,000. While the new machine requires an initial net working capital of $100,000, New York Ltd.’s current level of net working capital is only $80,000. The subsequent net working capital requirement will be 15% of sales revenue. The Glasses-O-Matic has an economic life of five years, and the table below summarises the number of units this machine is able to produce each year across its useful life:

The Glasses-O-Matic has a variable cost of $4 per unit and a fixed cost of $250,000 per annum.

The modern technology that is available to manufacture safety glasses is the Glasses3000 machine. New York Ltd have already paid $500,000 to engage in a feasibility study, which determined that the Glasses3000 would be able to produce their existing product. This new machine costs $5,000,000 and has a useful life of four years. Due to modern technology, this machine would require less investment in net working capital which will be $70,000 initially and 10% of sales revenue in the subsequent years. As noted previously, New York Ltd.’s current level of net working capital is $80,000. The table below summarises the number of units this machine is able to produce each year across its useful life:

The Glasses3000 machine has a variable cost of $3 per unit and a fixed cost of $500,000 per annum.

The company manufactures all its products at the same rented factory on the outskirts of Newcastle. The current rent for this facility is $500,000 per annum. With the Glasses-O-Matic, the rent will increase to $600,000 per annum. However, as the Glasses3000 takes up significantly more floor space than the Glasses-O-Matic, Newcastle Ltd would need a larger factory if they decided to invest in this new machine. The landlord also owns an adjoining factory and has offered New York Ltd to rent both premises for a combined cost of $850,000 per annum. The CEO of New York  Ltd earns an annual salary of $650,000. Although the CEO’s salary does not increase irrespective of the company goes for Glasses-O-Matic or Glasses3000, 10% of the salary is attributed to the company’s safety glass producing project for the accounting purpose. The human resources department at New York Ltd costs $3,000,000 per annum to run. The department is very lean at this moment, therefore, its size needs to be increased by 10% if the company wants to continue with Glasses-O-Matic or goes for Glasses3000.

Regardless of which technology is used to produce safety glasses, they are expected to have a sale price of $12 per unit. All sales made by New York Ltd are cash only. Both machines are depreciated on an straight-line basis across their useful life and neither machine is expected to have a salvage value at the end of its life. New York Ltd has an effective corporate tax rate of 40% and capital gain tax rate of 35%. You have estimated that the required rate of return on both of these projects is 10% per annum.

Calculate the NPV for the Glasses-O-Matic and Glasses3000.

The Centers of Excellence Challenge The Centers of Excellence Challenge Michael Adamale holds the position of corporate relations specialist for a large health system in the Charlotte, North Carolina area. In recent years, Charlotte has seen a dramatic increase in the number of companies calling Charlotte home for its headquarters. And, it now houses seven Fortune 500 companies and three others on the Fortune 1000 list. Charlotte is seen as a highly desirable area to live, and because it is relatively close to the Raleigh-Durham research triangle, companies see this location as one where there is a pool of talented individuals from which they can draw. For health care organizations, this market has also been desirable for its insured patient base. Over the past several months, however, as Michael has called on company health benefit managers, he has increasingly been getting questions regarding the pricing of services and how efficient the health care system is. Duke Energy, a large employer in the region with 27,000 employees has a self-insured plan. Additionally, half of the state is insured by Blue Cross. As these changes have started to occur, Michael has begun to consider that the need to be more proactive—not so much to capture business but maintain his market may be the key. Having been in health care for almost 20 years, he is concerned about the issue of timing. Should the system he works for lead the change or follow quickly? Yet, when he sat last week with a large financial institution whose headquarters are in Charlotte, he heard pretty clearly what the human resources director said. “We need to look to trim costs everywhere. You are being pressed and we are, too. We are thinking of incentivizing our employees to move to Centers of Excellence sites for care. If not to you or Duke, we will go wherever. I was also at a conference last week in California. I heard about the CalPERS approach on reference pricing. It got me thinking. Why our state isn’t doing that for state retirees is a question, but why we aren’t doing it for our workforce is an equal question.” Michael left his office and realized that change may well be imminent—with or without the hospital developing a strategy. When he returned to his office at the health system’s corporate office, his administrative assistant said that he should return a call from Paul DeMarcos from one of the Fortune 1000 companies. Leaving a message, Michael was working on an email, when Paul called back. “Michael,” Paul said, “ I hope you had a good holiday break. I want to let you know that the company has changed some of the benefit plans going into the next fiscal year for employees. You deserve a heads up as we go back a long way. We have taken our cardiology business to a Centers of Excellence model with the Cleveland Clinic and done the same with orthopedics where we are moving the business to Carolinas Medical Center. We think most of our employees will choose that, given it is right here in Charlotte. We also struck a contract with the Hospital for Special Surgery in New York, given we have employees elsewhere but Carolinas will affect you directly, thus the reason for my call.” Paul hung up the phone and thought to himself, “The market has already moved. How do I get it back? What is the power of the supplier in this scenario? Do you see the health system as having power now? Where would it be? How viable this strategy would be in the marketplace?

Which of the following statements is not considered a "false" statement in economics?

Question 8 options:

For a country X producing only two products, A and B; when other things remain equal, points along the country's production possibilities frontier (PPF) can be used to show which of the following?

Question 9 options:

Which of the following can not be used as an example of the "income effect" as a tool in explaining the downward slope of the demand curve for a normal product?

Question 19 options:

Which of the following statements is considered "false" in economics?

Question 20 options:

Which of the following is true in economics?

Question 22 options:

If in the automobile markets we know that two SUV brands, A and B, are substitutes. Suppose that the supply of A decreases and, at the same time, the supply of the B increases. Other things being equal, what would be the expectations for the change in the equilibrium prices at the two markets?

Question 23 options:

Which of the following studies is not considered a macroeconomic study?

Question 24 options: