The Wonders of being a Female

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Woman, girl, lady, maiden; all female. All of these are synonyms of the word female. Under male we find masculine and virile. Right from that we see that woman have a more prominent and diverse role in society. Women are keen, clever, and all around more cautious than their male counterparts. With the following information we will see that woman are better then men.

Firstly, girls are better than boys because they develop faster. Girls read first, talk first, they even clothe themselves first. Girls reach their growth spurt about two years before boys do. This gives their male counterparts time to look up to the females. This gives guys time to shrink their ego and suck it up as females are usually taller than them.

Also, Females are more prone to choose their friends with caution. Not only is this seen as a protective measure but also as a gift. Females are more bound to build friendships that consist of a foundation or base with equal needs and likes. They use this to fall back on in case everything around them crumbles they know they have picked their peers with care and they will have support when they need it. Girls are also more prone to open themselves up to their friends whether it be about their love lifes or the two pounds they gained over Christmas break.

Furthermore, women get to enjoy the most lucrative joy of all, childbirth. They get to feel something growing inside of them that was produced in a single act of love. They will learn to embrace this child as an extension of themselves. They will show it the love it truly deserves and needs to become a full fledged member of society. Women are crucial to the process of procreation for they carry the womb that is the fetus home for nine months.

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In conclusion, through each stage of a womans life she seems to be more outstanding than her male counterpart. Whether it be at growing up first, making a more solid social circle or embracing a new human being to this world woman seem to prevail in their field. So as we have seen in conclusion I would like to say that woman are truly better than men.

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Budgeting (monroe motivated Squence)

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Proposition The people need to budget their money for a better future.

1) Attention Pretend you are with your friends at Taco Bell, when you come up to the cashier you order two chicken quesadillas and the cashier tells you your total. You go and reach in your money and you noticed that you only have $.0 which can only get you one quesadilla. The money that you did take out of your paycheck is now gone to something useless. You're wondering where that money went probably.

A little less then half of the class said no or you kind of when I asked them if they budget their money.

I'm going to tell you why and how you should budget your money and why the people doing it aren't and remember that Money is a good servant, but a bad master.

) Needs Why don't people budget their money? www.moneycentral.msn.com

A) Problem

1. People don't plan for the future expenses

. People have excuses in their budgeting such as "Oh my car needs a new water pump or I have to pay for car insurance." People know these but don't want to include in their budget.

. People have bad credit to begin with because of credit cards they spend more money then they have.

B) Money is bad

1. People will kill for money because they don't have enough of it and when they do it is still not enough.

. Suicides even occur because of money problems in their life.

. Causes a lot of stress and worry in people.

4. People are tempted to steal money from work places.

5. Since money is a big problem women will sell their bodies in strip clubs or on the street just to afford a living.

C) Money and other people

1. If our peers have nice things that we want we are pressured to by them.

. Equally true in poor societies as well as rich ones.

. Gambling is when people throw in money to get more back but the odds of that are rare. It's like a drug and it is addictive.

4. Recently law and accountancy student Umesh Sharma was sent to prison for 10 months, for stealing $1,000 from the post office where he worked part-time. The money was to pay for his gambling addiction. Now his hope of becoming a lawyer or accountant is finished. - He has considered suicide.

) Satisfaction Everyone needs to start budgeting if people want the economy to go up.

A) People need to budget www.soon.org.uk/problems/money.htm

1. If people want the economy to go up they need to start budgeting their money and pay off the credit card bills and the debts instead of gaining interest on them.

. Plan ahead, people need to know what they are going to be paying off in the future.

. Allow unexpected payments which include for emergencies.

4. Trying to use cash or debit card and avoid credit cards and loans.

5. Compare prices go to different stores and search.

6. Try to create a shopping list so you don't start impulsive buying.

7. Use coupons or member ship cards at stores.

B) When to get out of debt (Humor) www.tuliptreepress.com

1. If your credit cards debts and your blood pressure are both over 00.

. If you carry enough credit cards to shingle the roof of a reasonably sized suburban dwelling.

. If your credit counselor is on speed dial.

4. The number one reason you should budget is if your annual spending is equal to Bill Gate's earnings.

C) Getting out of debts www.soon.org.uk/problems/money.htm

1. Don't hide from them confront the payments

. Pray to God

. Start budgeting you money

4. Look at the assets you own

5. Make a list of debts you own

6. Make a repayment schedule

7. Don't build up debts

8. Consider changing the lifestyles

4) Visualization How budgeting can help us

A) Future spending

1. Retire faster in life

. Got money for college which most of the classroom wanted

. Get a new car

4. Save up for vacations with family or friends

5. House

6. Improve you living at home

5) Action You never know when that extra few dollars to get the quesadilla could come in handy so it is always wise to keep track of you what you are spending and how much of it you're spending. The worst situation a person can be is in debt so try not to get into that and remember that we can make money our slaves instead of out masters if we budget our money.

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Thomas Jefferson

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Thomas Jefferson was the third President of the United States. He was also the second Vice President. Best known as the primary author of the Declaration of Independence, he contributed greatly to the development and shaping of the United States of America. During his two terms, he more than doubled the size of the country, through the Louisiana Purchase of 180, and kept the nation from involvement in the Napoleonic Wars despite both British and French violations of America's neutrality. A man of many talents, his most important achievements were in government and politics, but he was also successful as a lawyer, farmer, writer, architect, scientist, musician, and inventor.

Thomas Jefferson was born April 1, 174, at Shadwell, a plantation in Albemarle County, Virginia. The first Jefferson was believed to have come to Virginia from Wales. Peter Jefferson, father of Thomas, was a surveyor who became a landowner and magistrate. In 17 he married Jane Randolph, a member of one of the most aristocratic and influential families of the colony. They had 10 children. Thomas was the elder of two sons among the eight surviving children. After his father's death in 1757 he inherited ,650 acres of land, several slaves, and a position of consequence in the community.

At five, Thomas was sent to a private school near Richmond. He later studied under private tutors and in 1760 entered the College of William and Mary. There he developed a liking for mathematics and the natural sciences and impressed many with his brilliant mind. He also became an accomplished violinist and horseman. To his friends, the tall, slender, sandy-haired Jefferson was "Long Tom." Dr. William Small, who taught philosophy and mathematics, took a liking to young Jefferson. As a result of recommendation by Dr. Small, Jefferson, after leaving school in 176 was able to study law under the guidance of George Wythe, a leading attorney and noted teacher. Jefferson was admitted to the bar in 1767 and soon developed a profitable practice.

The business of Jefferson's life however, was not the practice of law. Although he continued in that occupation for seven years His true calling was public service. His occupation was leadership (McMillen 0). Despite his success as a lawyer, he was never fond of it.

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Jefferson married Martha Wayles Skelton, a young widow in 177. They had six children, but only two, Martha and Mary, survived childhood. Jefferson had planned early in his marriage to retire and become a gentleman and scholar. On a hilltop near Charlottesville, he began to build the mansion he called Monticello, but it was many years before he was able to settle there permanently. Unfortunately, on September 6, 178, Martha Jefferson slowly slipped away from her husband's desperate grasp. In the last anguished hours, she made an emotional request, a compound of love and old fear. She asked Jefferson to promise her that he would never marry again (Fleming 106). Jefferson never remarried. While he was President, his daughter Martha acted as hostess in the White House.

Jefferson was elected to the Virginia House of Burgesses in 176. In 1770 he was given command of the Albemarle County militia. He continued to be elected to the House of Burgesses until it ceased to function in 1775. In 177 he was appointed surveyor of Albemarle County. While in the House of Burgesses he allied himself with Patrick Henry, who was spokesman for a progressive group opposed to aristocracy. In 1775 the Virginia Convention named Jefferson as an alternate in the Continental congress. While in attendance, he was made one of the committee charged with drafting a Declaration of Independence. Nobody outside Congress except for a few friends knew that Jefferson had written the Declaration. The fact did not appear in an American newspaper until 1784, and he lived through all the bell ringing and speechmaking without any personal commendation in the press (Brodie 1).

In 1776 Jefferson gave up his seat in Congress to serve in the Virginia legislature. While there, 1776-177, he introduced 16 bills of which at least 100 were enacted. Jefferson considered the Statue of Religious Freedom one of his most important achievements, it provided for separation of church and state.

Jefferson was elected governor of Virginia in 177 and reelected in 1780. He was not equal to the task of governing during wartime, partly because he did not take the emergency actions necessary to meet an invasion. In his term the British overran most of the state, and Jefferson himself barely escaped capture. He refused to serve a third term even though elected by the legislature. When his second term expired, Jefferson simply left office rather than continue until a new governor could be chosen.

Jefferson served in the national Congress for five months during 178, and was active in almost every important committee there. Among the 1 state papers he drafted one was advocating the decimal system for money. Another was a land ordinance that dealt with western expansion. Many of its features were incorporated in the Northwest Ordinance of 1787. Early in 1784 Congress decided to send Jefferson to France to join Benjamin Franklin and John Adams in negotiating commercial treaties with the various European powers (Smith 177). The next year he was appointed to succeed Franklin as United States minister. He remained in France until 178.

In 170, Jefferson was made George Washington's Secretary of State, the first under the Constitution. When war broke out between France and Great Britain in 17, Jefferson although favoring France, agreed with Alexander Hamilton and Washington that the United States should adopt a neutral position. Nevertheless, his sympathy for the French Revolution led him into conflict with Hamilton, and Jefferson resigned his post at the end of 17 (Whitehouse.gov).

In the 176 election Jefferson was the candidate of the Republican Party, and the Federalist nominated John Adams. Adams defeated him by only three electoral votes, and Jefferson, under the system then in effect became Vice President. In the year 1800, Jefferson began his campaign for the presidency again at the age of fifty-seven; Aaron burr was his running mate. Jefferson and Burr each received 7 votes, and the election was thrown into the House of Representatives. After a week of tied votes, Jefferson was finally elected president on February 17, 1801.

The government had moved from Philadelphia to its permanent home in Washington, D.C., in June of 1800. To Thomas Jefferson fell the honor of being the first President to be inaugurated in the new national Capital on the Potomac River (Komroff 14). The most important event of Jefferson's first administration was the Louisiana Purchase of 180, which double the area of the United States. To authorize this acquisition, Jefferson had to go against his own principles by giving a broad interpretation to the Constitution, but he felt the purchase was necessary to control the vital Mississippi River.

During his second term (1805-180), much of Jefferson's energies were taken up trying to keep America out of the war raging between England and France. He succeeded by fighting an economic war, refusing to trade with a number of European nations, especially Great Britain. His policies cost shippers and businessmen millions of dollars and were very controversial.

By the end of 1807, he announced that he would follow the example of George Washington and not seek a third term. Jefferson retired to Monticello, and although he was now sixty-six years old, the ex-president began a new life. In his retirement Thomas Jefferson was the most famous living American. In an average year he received more than a thousand letters, most of which he tried to answer. Every year, thousands of visitors flocked to Monticello to meet with the ex-president. One of Jefferson's crowning achievements was to win authorization in 1818 for the founding of the University of Virginia. It was chartered the following year and instruction began in 185.

The following year was his last. Jefferson died July 4, 186, the 50th anniversary of the Declaration of Independence. By a curious coincidence, John Adams, his predecessor in office, died a few hours later the same day. Jefferson was buried on the grounds of Monticello. He had stipulated that the inscription on his tombstone be confined to the three achievements for which he wished to be remembered - the drafting of the Declaration of Independence, the Statue for Religious Freedom, and the founding of the University of Virginia.

WORKS CITED

Brodie, Fawn M. Thomas Jefferson An Intimate History. New York Norton, 174.

A rich, intimate portrait, which illuminates the relationship between Thomas Jefferson's inner life and his public life.

Fleming, John. Jefferson's Way. American History Feb. 001 6-44.

A somewhat thoroughly documented account of Jefferson's struggles with the personal and political aspects of his life.

Komroff, Manuel. Thomas Jefferson. New York Julian Messner, Inc, 161.

A portrait of Thomas Jefferson's youth in colonial Virginia to his final days at Monticello.

McMillen, Neil R. Thomas Jefferson Philosopher of Freedom. Chicago Rand McNally, 17.

A biography of a statesman, lawyer, architect, inventor, scholar, and president, which includes his roles as husband, father and doting grandfather in private life.

Smith, Page. Jefferson A revealing Biography. New York American Heritage, 176.

Traces the life of the tall redheaded Virginian, from his early education and involvement in the American Revolution to his activities as the nation's third president and last years at Monticello.

WhiteHouse.gov. Home page. 7 Dec. 00. http//www.whitehouse.gov/history/presidents/tj.html

A very good article that shows Thomas Jefferson, as author of the Declaration of Independence labored to make its words a reality.

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Somerset Maugham Mr. Know All

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Dear Emily,

We were at dinner the other night and I wore the pearls that Robert had given me last Christmas. I knew that it was risky to do so but I swear to God that I couldn't resist it! They looked so beautiful lying in that little velvet box and as soon as I set my eyes on them I knew that I had to have them around my neck. They reminded me so much of my dear Robert.

We were chatting idly when the subject of pearls came up. One of the ship's passengers who was sitting at our table went by the name of Mr. Kelada. He revealed to us that he was an expert in that field and could instantly tell the difference between the genuine ones and the cheap imitations.

It was obvious to me from the beginning that Elmer and Mr. Kelada did not get along very well. They are both very proud men and sure of themselves and what they say. A heated argument ensued, and both men wanted to prove that he was superior to the other. They were quarrelling vehemently and their faces had become flushed with exasperation and irritation.

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Elmer had evidently said something that bruised Mr. Kelada's male ego, and Mr. Kelada wanted to prove his expertise to us. To my utter horror, he pointed at my pearls and proclaimed that the chain I was wearing would never be worth a cent less than it is now. I tried to conceal the chain by slipping it inside my dress but my attempt was unsuccessful. Mr. Kelada went on and informed us that my pearls were genuine. Elmer disclosed that he hadn't bought them for me and wondered how much they were worth. I was beginning to feel disconcerted about the direction that the conversation was taking. Mr. Kelada believed that the pearls could be worth no less than fifteen thousand dollars.

Obviously I had to come up with some explanation as to where I had obtained the pearls from when Elmer saw them a few months ago. I told him that they were fake and I had bought them at a department store in New York for only eighteen dollars. Of course Elmer had believed me, as he had no reason to doubt my word.

Elmer and Mr. Kelada were arguing over whether the pearls were real or not, when suddenly Elmer exclaimed that he would bet a hundred dollars that my chain was an imitation. Mr. Kelada accepted this challenge and asked to take a closer look at the chain. I was becoming increasingly nervous as the seconds ticked by and when Elmer asked me to take the pearls off I felt my whole body go numb. By now I was aware that Mr. Kelada was indeed an expert and I was terrified that he might expose me. I pretended that the clasp wouldn't come undone and prayed that they would leave it at that.

My prayers went unanswered, for before I knew it Elmer had jumped out of his seat and undid the clasp, handing the string of pearls over to Mr. Kelada. My heart raced as I watched Mr. Kelada examine the pearls with his magnifying glass. When he looked up with a victorious smile on his face I knew then and there that I was done with.

I don't know exactly what happened next, but I assume that Mr. Kelada had seen the look of horror that I was unable to hide on my face. I saw him struggle, trying to decide whether he should claim his victory or not. To my astonishment and disbelief, he flushed deeply and regretfully admitted that he had been mistaken. I didn't know what to make of this. He knew that the pearls were genuine, yet lied to protect me. All I know is that it was terribly chivalrous of him and I shall always be indebted to him. I was so confused and yet I felt immensely relieved that my secret was safe.

Mr. Kelada's hands were trembling as he handed over his forfeit - a hundred dollar note. I couldn't bare to watch as Elmer told him off for being so sure of himself. I retired to my room, claiming that I was not feeling well and had a headache. All night I tossed and turned, musing over what had just happened and how close I had come to being exposed. I knew that I had to thank Mr. Kelada for saving me from what would have been a very unpleasant revelation, and so after the sun rose I crept along the hallway to where his room was and slipped an envelope containing a hundred dollars under his door to pay him back for all the trouble I'd caused, and hoping that he would somehow know how extremely grateful I was.

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The Benetton group

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Founded in 165, the Benetton Group started with limited resources that necessitated the strategy that ultimately resulted in rapid international growth. Since the beginning, Benetton concentrated on devoting its skills to the design and manufacture of quality clothing instead of providing direct consumer retailing. Benetton established a competitive advantage by establishing its brand as the best-known Italian apparel manufacturer, concentrating mainly on fashion-conscious young consumers from their mid teens through mid thirties.

Since almost 85% of its production is subcontracted to approximately 500 contractors both in Italy and abroad, and most retail stores are independently owned, Benetton does not have direct managerial control over production and sales operations. Additionally, Benetton's in-house operations and manufacturing partners are largely centralized in Italy (as much as 8% of core manufactured products were produced in Italy), making them susceptible to exchange rate fluctuations.

On the retail side, Benetton utilizes contracted agents working on commission to establish and support retail outlets. The entrepreneurial agency system helped Benetton to rapidly expand their retail network, and thus, push more Benetton products. However, the agency system does not provide the operational support to retail stores found in centrally controlled retail competitors, like The Gap, and cannot enforce any commonality in layout, stocking, or dcor from store to store. Additionally, the compensation structure for agents only encourages sales. There is little direct incentive to share best practices with other agents in different territories, to share business intelligence with Benetton, or to devote resources to helping build the Benetton brands. In other words, the agency system encourages the 'free-rider' effect.

It is recommended that Benetton alter its strategy in four steps to defend its core markets, and to prepare itself for future global expansion into new markets. In other words, Benetton needs to achieve globalization for its long-term growth, and to achieve production efficiencies to compete, but must first address structural problems in its current core markets.

The drawbacks in the current retail system of independent retailers being identified, established, and supported by agents working on commission were discussed earlier. It is recommended that Benetton's first operational change is to begin transitioning retailer support in-house, in order to provide better service to retail outlets, to provide more control over retail representation of the Benetton brands, and to reduce the free rider effect. Direct control of retail support will also yield better demand forecasting for Benetton, by allowing more influence over the product mix ordered by retailers. Benetton estimates that filling the role of the agents will require 500 people worldwide. Given sales of $1.7 billion in 1 (Exhibit 5 of the case), a 4% commission means that Benetton can afford to spend $16,000 per year for each of the 500 new employees necessary to fill the agent role with no impact on expenses, which appears reasonable. Additionally, extrapolating a ratio of agents to stores from the data given for the United States (six agents supporting 65 stores) yields an estimate of 141 people necessary to service all 6,11 stores worldwide. This assumes that one Benetton employee fills the role of one agent, but if this assumption is true, it appears that Benetton's estimate of 500 people is quite liberal.

As a second step, it is recommended that Benetton establish more flagship stores under direct corporate control. At a negligible cost of $500,000 per store, Benetton can double the number of flagship stores in large commercial centers of cosmopolitan cities for a total cost of $17,500,000, or approximately 1% of 1 sales. These flagship stores serve not only as high-volume retail outlets, but also provide Benetton with a directly controlled channel to exhibit its brand image, and to test out new ideas, promotions, and marketing concepts. The concept of taking over all 6,11 retail outlets in order to mimic the model of The Gap and The Limited was rejected for several reasons. Cost of over $600 million (approximately 6,000 stores at a conservative estimate of $100,000 acquisition cost each) is certainly a consideration, but the fact that Benetton has never concentrated on large-scale worldwide retail operations seems to be a recipe for failure. Additionally, Benetton's profit/sales ratio of 7.6% exceeds that of The Limited, and is roughly equivalent to The Gap, meaning that Benetton is not missing out on large profit margins from owning and operating their own retail establishments. By comparison, Nike's profit to sales ratio of .% validates their strategy to stay away from large-scale retail operations. By expanding its stable of flagship stores, Benetton will enjoy the same benefits that competitors get from retail outlets that mirror the brand's image, without the administrative burden, cost of capital, lack of flexibility, and lack of fit for Benetton to operate all 6,000 locations.

Michael Porter stated, "The role of the domestic nation seems to be as strong, or stronger, than ever. While the globalization of competition should lessen the importance of the nation, it does actually increase this importance… The domestic platform is where the competitive advantages of the firm are created and maintained" . This view is applicable in the case of Benetton, and defines the logic behind the third recommended strategic initiative. Benetton is a global firm with footprint in 10 countries, but its operational and strategic roots are still deeply grounded in Northeast Italy, as illustrated in Appendix 1. Benetton possesses a significant competitive advantage with its domestic elements centralized design, production and distribution. Additionally, the European market accounts for upwards of 80% of Benetton's total sales (in both volume and revenue, Exhibit 6 of the case), with the Italian domestic market consuming approximately 0% (Exhibit 7 of the case), making it the largest national market. Benetton derives a great deal of its brand identity from its European design and production, as demonstrated by its investment in Formula 1 auto racing and high-concept advertising campaigns. Benetton does not want to risk the retailer and customer backlash in Europe that it experienced in Japan in reaction to imported garments. In order to preserve this brand identity advantage in its largest market, Benetton should strive to achieve lower overall production cost for the same high quality output to maintain its competitive advantage. Integrating retail support into Benetton will aid in this effort, by making demand more predictable, as will the plan to reduce the number of product line items available. Additionally, Benetton should continue to invest in its "local" elements, by developing new technologies for better design processes, more cost-efficient and flexible manufacturing processes, and distribution systems that can speed fulfillment. But the key for Benetton retaining its current European market position is the high product quality and the flexibility to quickly respond to customer demand afforded by its partnerships with local subcontractors. Casting these longtime partners aside would not only remove Benetton's flexibility in production, but could prove detrimental to product quality and brand image.

Pursuing a strategy of investing in European capacity and capability does not address the exchange rate fluctuations that led to pricing difficulties in the North American market (see Appendix for regression analysis demonstrating relationship between exchange rate and unit sales), resulting in drastic declines in number of stores and product volumes. However, because currency fluctuations are short term economic concerns, it is not recommended that Benetton radically revamp its strategy and operations to address what may be a

In order to grow, Benetton also needs to initiate a long-term strategy to be "more global" after it secures its European market. Benetton already has a global sales network with more than 6000 stores in 10 countries. However, Benetton's next step should include expansion of its sales network and its production capability to other markets. Benetton has tried this approach in Japan and U.S. in the past. It had mixed results in Japan (established more than 600 retail stores but little profit due to high production cost and increasing emphasis on value among Japanese consumers) and failure in U.S. market (due to currency fluctuations and the shortcomings of the agency system). These experiences should not dissuade Benetton from expanding into China. With 0% to 40% lower production cost and 00 million prospective consumers, China is an irresistible market for Benetton in worldwide expansion. Initially, China will be able to consume all domestic production, given that in order to achieve most efficient production, a plant in China must produce at least 4 million garments. By comparison, the North American market consumed just over 4 million garments in 14, with a market of approximately one-third the size. This strategy will enable Benetton to not only develop a new market to sell its products, but can also look in the longer term to produce products for markets outside of China. With its longer lead times but lower costs, Benetton can elect to transition production of select high volume "base" stock products (products ordered at the beginning of the season) to China for export as capacity is increased. Because of cultural and business differences, Benetton must find a well-established Chinese garment manufacturer with whom to form a joint venture (a Stage venture) as the first step in its entry into China. While the Chinese partner will provide labor, manufacturing facilities, and a distribution system, Benetton will provide technology on cost and quality control, product design, and marketing.

Please note that this sample paper on The Benetton group is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on The Benetton group, we are here to assist you. Your cheap custom college paper on The Benetton group will be written from scratch, so you do not have to worry about its originality.

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Business management

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The Relationship Between Critical Thinking & Decision Making

There is a unique relationship between critical thinking and decision making. I would first like to introduce you to the definitions of the two terms that I have found through some sources from the internet. First, critical thinking is defined as the process of purposeful self-regulatory judgment. In one article I found they had a definition as generated per an expert consensus that stated "We understand critical thinking to be purposeful, self-regulatory judgment which results in interpretation, analysis, evaluation, and inference, as well as explanation of the evidential, conceptual, methodological, criteriological, or contextual considerations

upon which that judgment is based." (Facione, 18, pg.14) Now the definition of decision making is the cognitive process of reaching a decision.

The material in this course defines the two terms as follows. The first being critical thinking as a definition of "awareness of a set of interrelated critical questions, ability to ask and answer critical questions at appropriate

times, and the desire to actively use the critical questions." (Browne, Keeley, McCall, Kaplan, 001, pg.) The material also defines decision making as the process in which one must make a decision based on the information at hand. Now from these two terms I would say that I believe that critical thinking is the ability to come up with a solution to a long term problem. I think decision making is the process in which you must decide on a course of action for a current problem or issue that must be decided immediately.

The relationship between these two terms is both terms both involve making a decision. Most businesses are faced with issues on a daily and long term basis and good management must use these two methods in order to keep the organization running effectively. By using critical thinking your making a decision by analyzing a situation to come up with a solution and using the decision making process to finalize the solution. However, with decision making you are making a single decision based on an individual problem versus an overall problem. This leads me to believe that the benefits, of being a critical thinker helps an individual become a stronger manager. If an individual can look at all the aspects of a decision before making it they will have a better chance of making the correct decision to generate the solution to the problem.

In my current job at Nuconsteel we are utilizing both of these processes everyday. We have currently gone through a re-organization which is still in progress. Once a month a group of managers will get together and work on details on how we are going to fix organizational problems of increased sales and limited resources. We have generated more sales than expected and are experiencing more growth. At this stage the group of managers must use critical thinking because the decisions that we make will directly influence the outcome of the company's ability to operate in the market place. This takes the actions and critical thinking of many people to come up with solutions to this problem. On the other hand we have to make decisions daily on smaller issues that are either a yes or no answer. These decisions will fall under the decision making process because they are quick fast solution given to a straight forward problem that has to be addressed. Most of these decisions are instruction based in order for the employees to continue on with their task to accomplish the work that they are given. Many issues arise in deciding whether we will estimate certain types of construction projects and provide engineering solutions for problems we have with current projects. I believe that I am a critical thinker and decision maker because many times I have to do both processes. Due to the nature of our business I must make many quick decisions on construction projects. On the other hand I have to come up with solutions in which will help us maximize the resources we have currently with manpower and production to accomplish the overall goal of the organization. The decisions must be well thought out before implementing since they can have a great impact on how productive the group I manage operates. In order to be a successful manager one must be able to be both a critical thinker and decision maker.

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