A THEOLOGY OF SUFFERING

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A THEOLOGY OF SUFFERING OR JESUS HEALS TODAY

The theology of suffering always coexists with a powerless and ineffective church which apologizes for its lack of power with mystery and intellectualism. And it produces a powerless and ineffective church. One writer commented on this mind set of suffering.

The will of God has been a deep shadow ... obscuring ... blessing with its decrees of sorrow .... The will of God is associated with sick rooms, poverty, loss. bereavement, funerals, the open grave. The will of God, to such has are schooled in this mind set], is always dressed in black. And this conception of His will gives us sickly Christians, weak faith, empty joy. puny, conquests .... When we say in prayer. Thy will be done, are we always impressed with its significance? Gods will is not ... vindictive ... His will is a blessed companion, which illumines our way, cheers our spirits, makes glad our lives and brings fruitfulness to all that we do (Pentecostal Theology, p. 7 7).

This thinking robs evangelism of its most effective and compelling witness. Healings are powerful, authenticating both the message and the messenger of the gospel.

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Matthew 816-17 When evening had come, they brought to Him many who were demon-possessed. And He cast out the spirits with a word, and healed all who were sick,17 that it might be fulfilled which was spoken by Isaiah the prophet, saying He Himself took our infirmities And bore our sicknesses. NKJV

I. DIVINE COMMISSION

When Jesus commissioned the disciples; he told them to heal the sick in the houses into which they were received, saying to them The Kingdom of God has come near you (Lk 10).

The issue of faith is of great importance in healing. Jesus said, Your faith that has made you whole, 1) to the woman with the issue of blood, ) to the leper who returned and gave thanks and ) to blind Bartimaeus. People came to Jesus for healing and requested it. Even the man at the Pool of Bethesda was not healed until Jesus had asked him. Do you want to be made well? In fact, as far as we know, He healed only the one in that vast place filled with the infirm.

Paul, preaching at Lystra. perceived a lame man who had been listening to him had faith to be healed. Paul then commanded him in a loud voice to stand to his feet (which he had never done) and the man leaped to his feet and walked (Acts 148 10).

All things are possible to those who believe (Mk ); if we have faith in God anything is possible (Nu 11 4); and Jesus makes clear that faith is necessary even if it is only the size of a mustard seed (Lk 176). We must pointedly preach about mans condition before God and lay out Gods requirements of repentance and faith. We included Gods promises to the believer and how Jesus had paid the price for sin in His atoning sacrifice.

Healing was never presented as just prance in sick and prance out healed.

The issue today, as always, is one of believing God. God helped only one widow woman, and healed only one leper (Naaman) in the days of the prophets. The issue was not need. It was faith. Having a need has never been enough. God is not moved by need…if that were true all who needed money would be blessed and all who were sick would be healed.

Many prayers are not prayers of faith. Many will add, If it be thy will, to the end of their prayer. This is the standard Bible school prayer. This is actually a prayer of unbelief. Consider that to pray and receive you have to know the will of God… Jesus was asked once, "If you can do any thing have compassion on us and heal us…He responded, "If you had faith…etc."

The if" nullifies faith in almost every realm. The Bible clearly teaches the will of God and His commission to heal the sick. Believers are to use this knowledge and move in authority against sickness and disease. Hosea' says God's people are destroyed for a lack of knowledge.

Jesus, called His twelve disciples together and, after giving them power and authority over diseases, sent them to preach and to heal the sick (Luke 1 ), saying to the them, The kingdom of God has come near to you (Luke 10). To the healed leper Jesus said, Arise, go your way. Your faith has made you well (Luke 171).

Once you discover the believers authority in Christ, it changes how you pray.

II. THE SPIRITUAL NATURE OF DISEASE

In the Bible record of healing, we see clearly the intertwining of the spiritual, physical and demonic. Lukes gospel documents Jesus casting out an unclean spirit, rebuking a fever (physical disease), and speaking to and commanding demons which came out of people (41 41). Jesus is dealing with spiritual forces as personalities, not as germs. He deals with them as enemies, not as benefactors. Matthew calls these spiritual powers "tormentors", not comforters (185). They are realities, not superstitions. They are direct demonic links to disease and are somehow able to exercise a tangible dominion over a persons body and life.

Medical researchers have confirmed in many different ways that chronic feelings of hopelessness or unforgiveness can affect the immune system. Holding, retaining, grasping and nurturing bitterness and resentment releases a hormone which suppresses the activity of the immune system and makes man susceptible to disease. Upwards of 85% of those visiting doctors do so because of guilt and shame. People working with chronic pain sufferers, especially lower back pain, point out that much of the pain is related to stress. Current research is bringing to light many such connections between health and spiritual factors.

I am convinced that it is the spiritual issues which are most important in healing.

Proverbs 1814 The spirit of a man will sustain him in sickness, But who can bear a broken spirit? NKJV

Proverbs 17 A merry heart does good, like medicine, But a broken spirit dries the bones.

III. THE ROLE OF THE DEVIL

James says that "the life of the body is the spirit. So long as that life, or spirit, remains in the body, the body continues to live. But as soon as the spirit leaves the body, the body is dead; it decays and returns to the dust.

Many human sicknesses and diseases begin from a tiny germ, an evil satanic life, sent to live in and possess the host body and destroy it. As long as that life, the spirit of infirmity, exists in the body, the growth or disease lives and continues its destructive work.

But as soon as the evil spirit, the evil life, or spirit of infirmity, has been cast out of the body in Jesus name, that disease or growth is dead. It will decay and pass from the body. This is the process of healing.

It is my firm conviction that the devil is the author and perpetrator of all disease. Disease had its opportunity in the Fall of Man and exists as incipient (initial, embryonic) death. Prior to the Fall there was neither disease nor death. No injury, accident or illness was able to strike man until he fell and became vulnerable because of sin. With the Fall came the curse and accident, injury, sickness, weakness and infirmity, all foreshadowing death which came upon all. Physical death is a shadow of spiritual death. All sickness is energized by a spirit of death. Man is a being composed of spirit, soul, and body. He is not primarily a physical being with a spirit but rather a spiritual being inhabiting a physical body. This is not merely words. It is necessary to change our thinking on this issue. This will change the way you deal with the sick.

IV. MAN HAS DOMINION

God gave man dominion with a condition. Disobedience brought death. A clear connection exists between sin and sickness, which is incipient death.

Then the LORD God took the man and put him in the garden of Eden to tend and keep it. And the LORD God commanded the man, saying, Of every tree of the garden you may freely eat, but of the tree of the knowledge of good and evil you shall not eat, for in the day that you eat of it you shall surely die (Ge 15 17).

A. THE PROMISE OF HEALING

And the LORD will take away from you all sickness, and will afflict you with none of the terrible diseases of Egypt which you have known, but will lay them on all those who hate you (Deu 715).

A sound heart is life to the body, But envy is rottenness to the bones (Prov 140).

Surely He has borne our griefs And earned our sorrows; Yet we esteemed Him stricken, Smitten by God, and afflicted. But He was wounded for our transgressions, He was bruised for our iniquities; The chastisement for our peace was upon Mm, And by His stripes we are healed (Isa 54 5).

And He said to them,

Go into all the world and preach the gospel to every creature. He who believes and is baptized will be saved; but he who does not believe will be condemned. And these signs will follow those who believe In My name they will cast out demons; they will speak with new tongues; they will take up serpents; and if they drink anything deadly, it will by no means hurt them; they will lay hands on the sick, and they will recover. So then, after the Lord had spoken to them, He was received up into heaven, and sat down at the right hand of God. And they went out and preached everywhere, the Lord working with them and confirming the word through the accompanying signs. Amen (Mark 1615 0).

Is anyone among you suffering? Let him pray. Is anyone cheerful? Let him sing psalms. Is anyone among you sick? Let him call for the elders of the church, and let them pray over him, anointing him with oil in the name of the Lord. And the prayer of faith will save the sick, and the Lord will raise him up. And if he has committed sins, he will be forgiven (James 5115).

B. GOD WANTS ME HEALED!

The necessary revelation is simply, God wants me well. One writer put it The devil wants you begging; Jesus wants you living. The devil wants you crawling; Jesus wants you walking. The devil wants you whining; Jesus wants you dining. The devil wants you down; Jesus wants you up. The enemy is the devil.

God is not punishing with sickness. At the root of all sickness is the devil. He gives energy and power to all disease and infirmity. The Bible is Gods self revelation. In its pages we learn how to relate to and approach God in obedience to his revealed will and not according to our feelings, moods or human reasoning. The lack of power in many churches is because many are unaware of who God is and how to approach Him. They have lost the revelation of The Lord Our Healer and the truth of Jesus dynamic healing ministry someone has counted twenty seven miracles attributed to Jesus in the Scripture as well as ten occasions of general healing in large numbers of people with a wide variety (every kind) of diseases. Jesus, never passive about sickness, treated it as the enemy. There are two primary hindrances to treating those who are sick.

First is ignorance concerning the will of God.

Lilian Yeomans said, I believe that one of the greatest hindrances to healing is the absence of a certain definite knowledge as to Gods will. There is lurking in most everyone a feeling that God may not be willing, that we have to persuade Him to heal us.

Secondly, we tend to be very passive about disease and infirmity. There is a reluctance to believe and aggressively pursue healing.

V. AGGRESSIVE CONFRONTATION

Jesus makes aggressive action a necessary ingredient for kingdom living, saying

...from the days of John the Baptist until now the kingdom of heaven suffers violence, and the violent take it by force (Mat 111).

Likewise in Luke, The law and the prophets were until John. Since that time the kingdom of God has been preached, and everyone is pressing into it (1616).

Aggressive, or violent, action in the company of faith pleases God and he anoints it.

See how ... God anointed Jesus of Nazareth with the Holy Spirit and with power, who went about doing good and healing all who were oppressed by the devil, for God was with Him (Acts 108).

Importantly, Jesus heals because he God The Healer. He does not heal as some special event but because it is His nature.

A. JESUS BORE OUR SICKNESSES

The language and context of Isaiah's great Messianic prophecy clearly point to Jesus actually carrying our sicknesses and diseases. In His death, and shed blood, is provision for physical healing as part of salvation.

Surely He has borne our griefs And carried our sorrows; Yet we esteemed Him stricken, Smitten by God, and afflicted. But He was wounded for our transgressions, He was bruised for our iniquities; The chastisement for our peace was upon Him, And by His stripes we are healed (Isa 54 5).

Matthew applies this prophecy directly to the healing ministry of Jesus. They brought to Him many who were demon possessed. And He cast out the spirits with a word, and healed all who were sick, that it might be fulfilled which was spoken by Isaiah the prophet, saying He Himself took our infirmities And bore our sicknesses (Mat 816 17). Peter also uses this scripture, only he applies it to believers. [Jesus] bore our sins in Ms own body on the tree, that we, having died to sins, might live for righteousness; by whose stripes you were healed (I Pet 4). The story of the leper ties the nature of God together with his willingness. Jesus, moved with compassion, stretched out His hand and touched him, and said to him, I am willing; be cleansed (Mark 141).

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Should assylum seakers be able to styay in australia

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Good morning chairperson, ladies and gentlemen. I am the first speaker for the affirmative team, Erin is the second and Cassie is the third.

The definition of asylum seeker is a person seeking protection in another country but not yet officially considered as a refugee by the government. A refugee is one who flees from invasion or political danger.

· When a person steps foot in Australia they are entitled to seek rights through the court system and this is why the government has sent the asylum seekers to other countries such as New Guinea and Nauru.

· Asylum seekers are not illegal, a person is entitled under international laws to seek asylum from persecution in another country.Order College Papers on should assylum seakers be able to styay in australia

· Australia needs to stop stereotyping asylum seekers and embrace them as people with the same needs as anyone else.

· There is nothing fair about locking up hundreds of children, women and men without charge or review by a court simply because they lack a visa especially when the vast majority of the people who are detained are later found to be genuine refugees and are eligible to stay in Australia.

· There is nothing fair about labeling asylum seekers as "queue jumpers" when there was no queue they could of joined in the first place.

· These are traumatized people who have witnessed death, murder and terror on a huge scale who are looking for a safe place to live.

· What is so wrong about wanting to improve your life and the lives of your children, are not many of the asylum seekers who come from countries where they're devoted to their own.

· About one third of asylum seekers are living in detention and the other two thirds are living in the community. These people should be allowed to stay in Australia depending on the results of their applications. They should be at least entitled to basic human rights including quality health care.

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Business management

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1. (0 points) Managers require a wide variety of skills. Not all types of skills, however, are equally important at all levels of management. For the following three types of skills, identify the level of management (top management, middle management, or front line management) for which the skill is most important and why you think it is most important for that level.

• Technical skills

Technical skills are most important in front line management. When I complete my BBA with an emphasis in management I don't expect to go to work managing a chemistry lab at M. Although I may be an excellent manager, I would have no idea how to guide the chemists in their work. I could, however go to work as a construction site foreman for xxx, a national construction firm. I could use my knowledge about which construction materials are needed, how they are put together and my management skills to lead and develop the crew's construction skills.

• Conceptual skills Conceptual skills are important to top level management. If I were the CEO of xxx I would not want to worry about the day to day operations of each individual construction site. I would not need to know much about construction or even which end of a hammer to use. I would need to have extensive knowledge of how my organization's parts fit together and what this makes it capable of. I would use this knowledge to develop a vision for where I would lead xxx and make it capable of expanding into these areas of the construction market.

• Communications skills

Communication skills are important in absolutely every level of management. Management is coordinating the activities of people to get work done that you cannot do your self. To do this you have to effectively communicate what you want done to the people doing it for you. This is true for front line management to communicate to labor what needs to be done for the day to get the next phase of construction done, middle management to communicate to the frontline managers to coordinate the construction of the entire building complete and for top management to communicate to the middle managers who are setting up operations on the east coast so that we can start bidding on projects in the growing construction market there. Each level must effectively communicate to and receive communication from the level below it to successfully direct it in the way you want it to go.

. (0 points) For years, the tuna canning companies bought tuna from fishing boats that caught and killed dolphins (the mammal) as a "by-catch." Some years back, this practice was brought to light by activists, which caused an uproar among the public. Threats of boycotts against the companies ensued and there was substantial negative publicity. Fearing a loss of revenues, most tuna canning companies adopted a policy of not purchasing from boats that engaged in this practice. To communicate this policy to the public, the companies put a small logo on their cans of tuna guaranteeing that they were "dolphin-friendly." Using the authors' terminology, what level of social responsibility would you ascribe to the tuna canning companies? Justify your answer.

Considering that the tuna canning companies put the "dolphin friendly" seal on the cans of tuna in response to a threatened boycott originated by the International Marine Mammal Project and the negative publicity that ensued, I would ascribe to them the Social Reaction level of social responsibility.

Tuna fishermen used to actually look for dolphins and set their purse seine around them because for unknown reasons the tuna stay close to the dolphins. Canners such as Starkist, Chicken of the Sea and Bumblebee all knew that this fishing method was being utilized, and would have been classified as "social responsiveness" had they stopped before public outcry forced them to.

I think that this level has changed since then. Congress passed legislation setting a standard of non-encirclement of dolphins which became the U.S. legal standard for the Dolphin Safe tuna label. Because of this they are required to follow this standard and now are at the "social obligation" level. The tuna industry has also adopted another method of catching tuna that have adverse environmental effects. This is called "log fishing" where all marine life including turtles, sharks, and other animals are caught along with the tuna. The canners know the effect this has on sea life but continue. Until they voluntarily quit this type of practice before they are forced to by either social or legal obligations they will never be a socially responsive industry.

. (0 points) Describe the following concepts or terms. Where do these concepts or terms come from and to what do they apply?

All four of these concepts come from Geert H. Hofstede and his work on four dimensions of cultural variability, commonly referred to as Hofstedes Dimensions. Hofstede originally published these concepts in his 180 publication, Cultures consequences International differences in work-related values. This study took existing survey data (sample size of 116,000) collected from a multinational corporation. The result was a score in each of the dimensions for 40 different countries. Hofstede calculated scores for these dimensions (on a scale from around 0 and 100) for many countries.

• Power Distance

Power Distance is defined as the extent to which the less powerful expect and accept that power is distributed unequally. Power distance can be described in terms of high and low power distance. In a high power distance culture people are subordinate than in a low power distance culture. In a high power distance culture such as China, employees would never expect to be consulted about a task; they just do what the supervisor asks. China has a power distance score of 80. Israel has a very low power distance score of 1. In this culture supervisors would be expected to be very democratic and take input from subordinates on decisions.

• Uncertainty Avoidance

Uncertainty avoidance is how comfortable a culture feels about the unknown. Cultures with higher uncertainty avoidance express a need for formality, predictability and clear rules so that there is no question about how things are done. They also have more anxiety when faced with situations where the unknown is a factor. Denmark has very low uncertainty avoidance at while Japan's is very high at .

• Individualism versus Collectivism

In individualistic societies there are few ties between the members of that society whereas in collectivist societies people belong to strong, cohesive groups. The United States, as we know, is very individualistic. We are actually the most individualistic society with a score of 1. We could not care less what others think, we will do whatever we please. Many Asian countries tend to see themselves as a part of the whole. Some examples of these are Taiwan and South Korea who have individuality scores of 14 and 18. This is one of many reasons for the rapid economic rise of these countries in the last century. They work as a collective to effectively accomplish a task that a number of individuals could not.

• Masculinity versus Femininity

As you said in class, this has nothing to do with gender; it has to do with the aggressiveness of culture. More aggressive cultures are considered more masculine and more passive cultures are considered more feminine. In a more masculine culture people are assertive, tough, and concerned with material success. In a more feminine society people are more modest, tender, interested in the quality of life and display very little confrontation.

Austria is very masculine at 7 and Denmark is more feminine at 16

All of these concepts are important to keep in mind when dealing with other cultures.

4. (0 points) In the Boston Consulting Group Portfolio Matrix, the preferred action when dealing with a cash cow is to dedicate just enough resources to keep it going but not engage in any meaningful investment in the unit. What is the reasoning behind this strategy?

This is because you have a situation where one of your strategic business units is experiencing low market growth rate and high relative market share. Now that I have learned what a cash cow is in this class I realize that my former employer is a cash cow and is an excellent example for this paper. xxx Fuel is part of a larger organization that includes other fuel companies and barging outfits. I worked for them for 7 years and in that time we took over most of the residential, commercial and marine fuel market share in xxx. The only competition has just enough of the market to keep others from coming in to compete. We set up the local infrastructure such as storage tanks that enable us to get the cheapest fuel possible, warehouses to store resale items and maintenance facilities to keep everything running. Everything is as efficient as possible and there is no more room to grow so any further investment would be pointless. The larger organization can use the cash generated in xxx to invest in strategic business units where they have a high market growth rate and high market share which would be considered a star.

5. (0 points) Explain the phenomenon known as "heightened commitment" or "escalation of commitment." Why does this occur and how might you as a senior manager avoid it in your company?

This is a situation where you become increasingly committed to a poor choice of action. This can occur if emotion becomes involved in your decision making or if a project is fundamentally flawed and it is not realized right away. You may have a project that is your "pet" and you want it to work so badly that you keep "pouring good money after bad" in an attempt to make it work. I saw a good example of this on TV the other day. A sex education instructor had what she thought was a great idea. She sewed a small pocket into a pair of underwear that was to contain a condom. She figured that if it was right there when it was needed it was more likely to be used. Her students thought it was a great idea and were supportive so she invested twenty thousand dollars into producing a bunch of this underwear. She got some interest from small clothing outlets but was rejected by large distributors because it was too risqu. (Possibly like this example!) She wanted it to work so badly that she ended up investing one hundred thousand dollars into it, but still not many people wanted to buy it. She poured good money after bad because her emotional involvement in wanting to increase condom use caused her to invest more money in a product that had little appeal to consumers.

If I were a senior manager I would avoid this in the following ways First I would instruct my project leaders to keep emotions separate from decision making. Secondly, I would set goals for a project which if they are not met by a certain time the plug will automatically be pulled. Lastly, I would have one person start the project, then have another carry it from there, the second will be more likely to have an objective view of its success or failure. The woman in my example should have done more market research by contacting distributors to gauge their interest and use focus groups made up of her target market that have no bias toward her product.

Bonus Question (5 points) What are the advantages and disadvantages of group or participatory decision-making?

Personally I like to make important decisions on my own. If I just consider all of the facts that I can and make the decision I save myself a lot of frustration. The hardest part of involving a group to make a decision is to deal with their dynamics. If everyone would focus on the question at hand it would make the process easier. I was the president of the Cooperative Preschool last school year. I was the only male there and it was very hard to get a bunch of moms to focus on the task at hand. I decided to grin and bear it and chalk it up to leadership experience. It would take a lot of time to get a simple decision during a ½ hour long 1 hour meeting because it was hard to fit important topics in between the conversations about quilting and stuff. There was one woman, the treasurer, who had a very strong personality. Everyone was afraid to make a decision if she wasn't there and when she was there she tried to dominate the meeting. I had to do some careful stepping to make sure that she did not have undue influence on our decisions. It is very hard to get the right mix of talents when your talent pool is the parents who happen to enroll their kids in the preschool that year. I did my best and tried to get the right personalities in the right positions.

It may sound like this was a bad experience but, no way, it was a great experience. I learned that I cannot always make all of the decisions and that if I included others they were generally more accepted. All of the moms, and me, put our heads together, brought our individual talents to bear, and made some great decisions like getting xxx to help us get all new tables, chairs, play equipment and learning materials. I learned that I did not always have all of the information necessary to make a proper decision. Once I wanted to have the accounting done professionally, and almost did it before I decided that the entire board should make this call. A parent told us that she knew someone who would donate accounting services to us. I did not have that information! Being president of the preschool was beneficial to me and the other parents because we all developed lasting relationships and learned much about decision making.

Please note that this sample paper on Business management 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 Business management, we are here to assist you. Your cheap custom college paper on Business management will be written from scratch, so you do not have to worry about its originality.

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Pols

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Strategic Behavior in Congress falls between two broad categories

Choices involving the writing and enacting of legislation

Choices that set up congressional rules and institutions

Distributive Proposals legislation that funds the construction of roads, buildings, and other projects. Often described as wasteful because they are spending gov money on little projects that are of little use to anyone.

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18 Transportation Equity Act for the 1st Century ("TEA-1")

~Funded over $50 Billion worth of road projects.

~Described as "tasty highway pork"

~Pork-filled, election year plum for member of congress."

~Some of these projects' benefits are less than the costs.

~Overwhelming majority of house members and senators voted for it.

Legislators favor distributive proposals because delivering these benefits to constituents increases their chances of re-election.

Expanding Distributive proposals ensures that every legislator who wants to claim credit has the opportunity to do so.

• Constituents support their efforts because if they don't, pork barrel proposals will be enacted w/o providing them with anything.

• Districts of legislators will receive projects and pay a share of the costs.

• Districts of legislators outside the coalition will pay some but get no projects.

Committee Deference why rational legislators let committee members to dominate the legislative process for proposals within their committee's jurisdiction.

Committee members not experts seen as a source of information and advice to colleagues not on the committee.

~House members allow them to decide things for them

• Deference is a way for legislators to implement a trade or deal, where they allow colleagues on other committees to act as they see fit in return for the same authority when their own committee considers a proposal.

• Occurs because members are assigned to high-salience committees with this information-sharing goal in mind.

For committees that deal with highly salient, controversial proposals, deference is a way for committee members to share their expertise and information with their colleagues.

• Rational Legislators defer to the members of high-salience committee because these groups were deliberately constructed to function as information sources for the rest of congress.

~~~Distributive Proposals spend federal tax revenue on projects that benefit specific town, cities, or localities.

They are often called "pork-barrel projects" and are seen as a wasteful, inferior way to spend government money.

- Projects/programs are the kind of appropriation that gets mentioned on talk radio or by television comedians because they are SILLY.

• NASA"s new space station "orbiting pork-barrel"

• "Politicians are the same all over they promise to make bridges all over when there are no rivers."

Pork barrel supply benefits

• Supply benefits to as many congressional districts as possible.

• Once supplied to a majority of districts leading to majority leaders to vote for the proposal and enact it!

Distributive proposals like TEA -1 have TWO things in COMMON

• Voter benefits only if the distributive proposal funds a project near where the voter lives.

• A legislator's support is generally tied to whether the measure provides something for her district.

How do rational legislators construct a distributive proposal?

• these proposals will deliver benefits to a bare majority of legislators "minimum winning legislation"

• Will supply benefits to as many districts as possible, with no attempt to limit the size or the cost of the proposal. "universalism"

Minimum winning legislation

• Theory of minimum winning coalitions states that in a legislature that enacts proposals using the majority rule, the authors of a proposal should aim at attracting support from only a bare majority of legislators no more no less.

• Adding more projects only increases the total cost of the proposal.

• The logic is explained as a PIE

• Gives you the largest piece and at the same time receives enough votes to be enacted.

Distributive proposals

• Theory predicts that the distributive proposals will be enacted by minimum wining coalitions.

Universalism

• The problem with predicting that distributive proposals will be enacted by minimum winning coalitions is that the theory doesn't match reality.

• Legislators try to deliver benefits to as many districts as possible - EVEN if they have to increase costs.

• CREDIT CLAIMING increases constituents' evaluations of their member's performance in office and thereby increases the member's chances of reelection

• A member's ability to claim credit has nothing to do with how many of her colleagues are also able to do so.

• Members evaluate distributive proposals in terms of credit claiming and PREFER universalism.

The key feature of pork-barrel proposals is that they provide opportunities for everyone to claim credit where one member's ability to claim credit doesn't in any way reduce his or her colleagues from doing so.

Universalism NORM it defuses opposition.

• Expanding the size of distributive proposals minimizes the number of legislators who might use delaying or publicity tactics.

• Universalism expands the number of legislators who want the proposal enacted so they can claim credit.

Legislators can only claim credit when constituents are happy.

KEY

• Voters are mis-informed about the benefits and costs of distributive proposals.

• Constituents underestimate the costs, and will reward their legislator.

• There is pressure to deliver!

• Rationality does not ensure favorable consequences.

• Credit claiming is reduced by formulas for budgets, and for formula-based allocations is extremely difficult.

Foreign Aid

• Nothing to claim credit for no attention given.

The drive to create opportunities for credit claiming can turn small experimental programs into large, expensive "boondoggles."

Model Cities 160's

• Intended to fund 5-10 projects to find a way to prevent the decay of central cities.

• Instead it was expanded and all of the ideas for this project instead was spread out in cities all over instead on centralizing the money to serve the project better.

• Expanded programs become substitutes for actions that local governments or the private sector would have taken in any case.

Emergency Spending bills in congress

• Designed to help communities after a natural disaster often balloon into catch all bulls that fund a wide range of problems.

• Once members know a bill will be passed they jump on the band wagon and try to get things for their districts included in the bill.

Woodrow Wilson

• In his doctoral dissertation wrote, "Congress on the floor is congress on display; congress in committee is congress at work."

• Committees are the heart

• Committee members plan and manage floor debate

When members of a committee report a new proposal to the full house for consideration, legislators who are not on the committee defer to the wishes and opinions of committee members.

• Deference implies that members accept an argument and approve a proposal even if they know nothing about it.

• Problem with deference giving up your decision-making power to a small group within the congress.

The House of Representatives is supposed to operate with a majority 50 percent plus one to pass things.

Why Deference?

• Two classes of committees

o Low salience deals with programs and policies that few legislators consider interesting or important

o High salience deals with issues of national importance.

The primary function of congressional committees is to develop legislative proposals for consideration by the entire House.

LOW-SALIENCE

Science committee

• Devise an annual budget for each of the agencies and programs in their jurisdiction, deal with new policy proposals that are referred to them, hold hearings on policy questions, and construct their own policy initiatives.

• Confirm the low salience description label attached to them.

• Salience is a measure of worry and importance that a person cares about something.

• Low salience is a perfect setting for deference, with trades between members.

Two reasons House members defer on low salience committees

1. Not interested

. Unspoken agreement where members trade away influence over issues they don't care about in return for being allowed extra influence over the issues they consider important.

Anyone who wants to be on a low-salience committee gets to be.

Unwritten provisions on deference

• The most important is that committees can not expect deference if they propose things that are extreme or extravagant.

High Salience Committees

Mechanisms that facilitate deference on low salience congressional committees will not work on high-salience ones.

EX Ways and Means Comm., Appropriations Comm.

High salience jurisdictions involve almost all members and they have strong preferences on them. IMPORTANT issues.

• Legislators not on committees are unwilling to let others make decisions on such important issues, and they get more involved.

• Committee members are experts on a specific topic.

• Procedures used to assign members to high salience committees facilitate deference, and create committees of experts who supply information on certain proposals.

• Deference on the floor is rewarded for good behavior and careful assignments.

170 appropriations committee

Deference was the norm.

Late 160's

• Informal rules governing assignments to this committee broke down.

• Members could no longer be sure that the appropriations committee would carry out its assigned task, viewed as biased towards personal interests in gov monies.

• Power to determine the size of the federal budget was given to a new committee the BUDGET COMMITTEE is born!

• Deference declines …..

Committee Deference

Members of the house of reps allow congressional committee members to dominate the writing of policy proposals within their jurisdiction.

Two reasons

• One that applies to low salience committees, and one to high.

• Low personal interests, relevant to their constituents.

• High goal of the committee representative, and can spend money on research and experts, investigations.

Deference is a rational choice facilitates trade across jurisdictions, where legislators can focus on jurisdictions that interest them.

SEPERATION OF POWERS AND THE EXECUTIVE BRANCH

Fundamental institution of America's national government

• The separation of powers between the executive and legislative branches.

• Once legislation is enacted the implementation is the job of the bearcats.

• The separation of writing laws and the implementation of them creates a NEW TASK for the members of congress

o Oversight or determining whether bureaucratic actions are consistent with the intent of the laws they were given to implement.

The Power of the Veto

Checks and Balances

• No federal government can make policy by itself.

• The veto power translates this principle into concrete rules and procedures.

Two distinct procedures for enacting laws

• A proposal receives a simple majority in the house and the senate, plus the president's consent.

• A proposal receives a majority vote in congress, and presidential veto, and then passage though both houses by two thirds vote.

• IMPORTANT president has ten days to act otherwise the bill becomes a law automatically.

• The president's power to veto makes him an equal partner to the legal process.

First mover advantage

• Members of congress have this when a president considers a bill because he can either sign the legislation into a law or veto it. Not a lot of le-way for the president.

• Congress can use this to their advantage and include things for their own personal interests and the presidents knowing that he will sign it into action and reap their benefits from giving a little to him!

• Veto threat influences the kinds of policies that are enacted in the House and Senate.

• The power of the president's veto is seriously affected by the size of the congressional coalition in favor of a piece of legislation, the president's intentions, and the timing in a congressional session.

• When there is majority in both houses but not a two thirds majority the PRESIDENTIAL vote is crucial.

Congressional Oversight

• Congressional Oversight three reasons

o Oversight is lax, power flows from the legislative branch to the executive.

o The systematic investigation of government programs by legislators and their staffs.

o Comparing intent to implications, and is the job of bureaucracy,(study laws and loop holes and find ways implement limits on the interpretation of the laws.)

Problems with relying on bureaucrats

• Do the bureaucrats have it right? Do they misinterpret the laws goals?

• Implementing congressional goals or their own?

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Enterprise Rent-A-Car: Selling the Dream

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IN THE FAST LANE

On a bright January 18 morning, Dean Pittman, Enterprise Rent-A-Car's area rental manager for Durham/Chapel Hill, North Carolina, got out of his Dodge Intrepid at Enterprise's new office in Durham. He admired the line of clean cars and the new office with its green and white Enterprise sign. To Dean, it seemed that dreams really did come true.

A little over six years ago, Dean had graduated with a degree in industrial relations from the University of North Carolina at Chapel Hill. When he'd first scheduled a job interview with Enterprise, Dean had been skeptical. Although he didn't know much about the company, he wasn't certain that he'd like renting cars for a living or working a retail job that included washing cars. But he'd seen the potential to advance quickly, to develop strong management skills, and to learn something about running a business.

Once hired, Dean had been promoted quickly to management assistant, then to branch manager at Enterprise's new office in Rocky Mount, North Carolina. A year ago, Enterprise had made him an area manager, giving him responsibility for the Durham/Chapel Hill areasupervising three branch offices with employees, 45 cars, and annual revenues of more than $ million. Dean felt as though he was running his own business. Enterprise gave its managers considerable autonomy and paid them based on a percentage of their branches' profits. Dean's starting salary had been in line with those of his classmates, but within three years his pay had doubled, and now it had tripled. There couldn't be many other companies, Dean thought, in which a person his age could have so much responsibility, and so much fun, and such high earnings.

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COMPANY BACKGROUND

Dean's good fortune mirrored that of Enterprise itself. The company's founder Jack Taylor started Enterprise in 16 with a single location and 17 cars in St. Louis, Missouri. Since then, Enterprise had grown dramatically to become the nation's largest rental car company. In fact, Enterprise had grown at a compound annual rate of 5 percent for the past 11 years. By 17, the company had more than ,000 locations, 5,000 cars, $.1 billion in sales, $5 billion in assets, and 0,000 employees.

A WINNING STRATEGY

Analysts attribute Enterprise's success to several factors. First, cars have become a more important part in people's lives. They just can't do without their cars, even for a day or two. And, as more and more families have both adults working or are single-parent families, there is often no one else in the family who can pick up people when they have car problems. Tied in to this, the courts ruled in the 170s that insurance companies had to offer coverage in their policies.

Beyond these environmental factors, the company's success resulted from its single-minded focus on one segment of the rental car market. Instead of following Hertz, Avis, and other rental car companies by setting up branches at airports to serve national travelers, Enterprise built an extensive network of neighborhood locations serving the "home-city" marketpeople who needed rental cars as replacements when their cars were wrecked, stolen, or in the shop being repaired. Because these customers were often stranded at a body shop or repair garage and had no easy way to get to a rental office, Enterprise offered to pick them up.

However, Enterprise's first customer in the replacement market is often the referral sourcethe insurance agent or auto body shop employee who recommends Enterprise to the st4randed customer. Few of Enterprise's customers get up in the morning thinking they'll need to rent a carbut then they're involved in a wreck. So, employees visit the referral sources frequently, often taking them donuts or pizza as a way of thanking them for their business. They call on referral sources that may not be doing business with Enterprise, and they keep insurance agents apprised of a car's repair status.

Auto Rental News, an industry trade publication, estimates that the replacement market is growing at 10 to 15 percent per year (see Exhibit 1). The entire rental car market, including airport rentals and the travel segment is, about $14.6 billion.

Enterprise's rental rates in the replacement market tended to be lower than rates for comparable rentals at airport-based companiessome analysts estimated up to 0 percent lower. The company tended to locate its offices in city areas where the rent was much lower than at the airport. It also kept its cars a little longer than the typical airport-rental company. These two factors, and a focus on efficient operations, helped it keep rates lower.

A second segment of the home-city market that Enterprise has begun to serve is the "discretionary" or "leisure/vacation" segment. Friends or relatives may visit and need a car, or the family may decide to take a vacation and feel that the family car is really not as dependable or comfortable as they would like. More and more people are renting for trips just to keep the extra miles off the family car.

Finally, Enterprise is also experiencing growth in the local corporate market. Many small businesses and some large ones have found that it's cheaper and easier for them to rent their fleets from enterprise than to try to maintain their own fleets. Colleges and universities have realized that it's cheaper to rent a 15-passenger van when the soccer team travels than to keep a van full time for only occasional use.

Enterprise's success in the home-city market has attracted competition. Although Enterprise had the largest share of that market, a handful of major regional competitors, such as Spirit and Snappy, when combined, captured a large market share. The airport rental companies such as Hertz, Avis, and Alamo, got only a small portion of the home-city business. Hertz is just starting a small operation that focuses on the home-city replacement market. Local "mom-and-pop" firms that often have just one office and a few cars serve the reminder of the market.

Enterprise grew very quietly, depending on its referral sources and word-of-mouth promotion. It wasn't until 18 that the company did its first national advertising. At that time, marketing research demonstrated that if you showed people a list of company names and asked them to identify the rental car companies, only about 0% knew Enterprise. The company started advertising nationally but kept its ads low key. By 17, it had more than quadrupled its annual advertising and promotion spending, using the theme "Pick Enterprise. We'll pick you up." However, although the company's research shows that about one-third of those surveyed are aware of the company's pick-up service, and only about one-third are aware that it has branches near by.

THE IMPORTANCE OF CULTURE

Although the company's strategy worked well, that strategy was driven by Jack Taylor's philosophy. Taylor believed that the employees' and the company's first job was to serve the customer. From the beginning Taylor urged his employees to do whatever they had to do in order to make the customer happy. Sometimes it meant waiving charges. Other times, it meant stopping everything and running out to pick up a stranded customer. Employees knew that they needed to do whatever it took to make customers happy.

Further, Taylor believed that after customers came employees. He believed that to satisfy customers, a company had to have satisfied, challenged employees who worked as a team. All of Enterprise's branch employees, from assistant manager on up, earn a substantial portion of their pay based on branch profitability. In addition, the company has a profit-sharing plan for all employees. Enterprise hired primarily college graduates and promoted from within. Ninety-nine percent of its managers started as management trainees at the branch level, so they understand the customer-oriented culture. As important, they understand their local markets and the needs of customers in those markets. Thus Enterprise is really a collection of small, independent businesses, with the corporation providing capital and logistical support.

Finally, Taylor believed that if the company took care of its customers and employees, profits would follow. Sure enough, Enterprise has consistently been profitable in an industry where many firms have not been.

WHAT'S NEXT?

The question is, how can Enterprise continue to grow and prosper in the face of growing competition? The company believes it can double its revenues by the year 001, but to do so it must wrestle with a number of growth-related issues.

First, it must continue to attract and retain college graduates. The company needed to hire over 5,000 management trainees in 17 alone, and that number will increase. Yet many college grads, like Dean Pittman, may know little or nothing about Enterprise and may have negative feelings about working for a rental car company. How can Enterprise do a better job of recruiting college students?

Second Enterprise must exam its marketing strategy. Which market should it target? How should it position itself in those markets? Are there new services it could offer that would make sense given its current strategy? How can it do a better job of increasing Enterprise's awareness among targeted customers? How should it respond as new competitors, including the airport-based firms such as Hertz, attack the home-city market?

Perhaps the most important question is how can Enterprise continue to grow without losing its focus and without losing the corporate culture that has been so important in helping it and its employees, like Dean Pittman, realize their dreams?

QUESTIONS

1. How are the buyer decision processes different for someone renting a replacement car because of a wreck, for someone renting a car for leisure/vacation purposes, for a business renting a car, and for a college graduate looking for a job?

. What are the bases for segmenting the rental car market?

. What marketing recommendations would you make to Enterprise to help it improve recruiting?

4. What marketing recommendations would you make to Enterprise to improve its marketing strategy?

5. Will Enterprise's strategy work in international markets?

Exhibit One The Replacement Car Rental Market Competitors, Revenue Estimates, and Other Market Data

I. Competitor Revenue %Replacement Cars In Services

Enterprise Rent-A-Car .61 billion 78% 15,000

Ford and Chrysler Systems 40 million 8,50

Snappy Car Rental 100 million 100 15,500

U-Save Auto Rental 115 million 60 1,500

Rent-A-Wreck 85 million 5 10,4

Premier Car Rental 66 million 100 ,500

Advantage Rent-A-Car 76 million ,000

Spirit Rent-A-Car 50 million 100 7,500

Super Star Rent-A-Car 4 million 100 5,50

Independent companies 750 million 5

Airport-based companies

Hertz, Avis, Budget, Dollar,

National, Thrifty, Alamo 60 million 100

II. Industry Average Pricing

Estimated industry average price per day for replacement rentals, not including additional insurance coverages or other rentals, such as cellular phones Industry average daily rental is $. Industry average rental period for replacement rentals is 1 days. Additional insurance coverages produce about 5% of revenue, with other rental options producing about % of revenue. Per day rental rates are often established through rational contracts with insurance companies or automobile manufacturers' or dealers' warranty reimbursement programs.

There are approximately 150 major US airport rental markets. Airport-based rental rates vary widely depending on competition. Airport rental companies also negotiate corporate rates with individual companies.

III. Overall Rent-A-Car Market

Overall 16 US market estimated at $14.6 billion broken down as follows

Business Rentals40%, Leisure/Discretionary rentals%, Replacement Rentals7%

IV. Advertising

Advertising Age estimated that US car rental companies spent $84.4 million in measured advertising in 14, about .8% of revenue. It estimated that Enterprise spent $ million in 14 up from $1 million in 1. Enterprise's 14 spending compared with $47 million spent by Hertz, $1 million by Alamo, and $4 million by Avis

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Activity-based costing

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The method of Activity-Based Costing (ABC) was developed primarily for solving problems which emerged from traditional cost management systems. Troubleshooting in the management of companies throughout the late 70's and especially the early 80's held a constant presence.

The problems generated were mainly from the traditional cost accounting systems' way of functioning which provided the management with inaccurate data. Where the old cost accounting systems failed badly was in supplying the company's management with inappropriate information in order for crucial decisions to be taken in the correct and true perspective of a given company's true position in its market territory. Since this currently accessible "itemized" information could not be provided to a company's decision making sector, the information provided had an impact which of course distorted the decision which would have otherwise been taken in the light of different and more accurate information.

This misinformation had an adverse impact on a multitude of managerial decisions especially in the multi-product firm sector in respect of long-term, mid-term and short-term consequences such as investments in technology, quantity and specification of product production. The accuracy of data on which management decisions are based in order to maximize efficiency and establish one's company identity in a competing market through, besides quality, a selection of sound marketable prices applied in the proper time scale to all of a company's product range, is of paramount importance.

In other words activity based costing pin-points problems by focusing on the activities associated with operating the business. The traditional cost systems haven't the capability to afford this insight, and so do not touch the subject, only in the case of reports that isolate salaries, benefits, and so on.

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If a manager were told that the cutting of cost was first on the list of priorities, he or she would cut headcount, understandably believing that it might possibly be the only largest cost contributor in the entire company. But today people are not the major cost contributors, it is, in fact, the cost of the activities that people are engaged in which contribute more to the firm's costs. How often have we heard the lament, the workload is the same although we have cot down staff by ten percent? Activity based costing allows managers to attribute costs to activities and products much more accurately than conventional accounting methods. This method is more than an accounting tool. These tools give you a view of what you have done financially and are fundamental to shareholding disclosure and the statutory reporting. But it is just as equally important to have the ability to be able to translate this cost information into the language of operational units and the business in which it is to be applied. With activity based costing management is in a position get a strong and comprehensive, internal view of the company products or services and customers. Armed with this information, the management of a company is automatically put in a position where financial, operational, and strategic decisions can be made, such as outsourcing and pricing.

Activity based costing identifies the activities that are responsible for costs. It is sometimes calles Transaction costing and its major advantage over other methods is that it can greatly enhance the tracability of overhead costs. This can result in more accurate unit cost data for managers, if placed into the correct hands. Activity costs are passed on to products or services only if the product or service uses the activity, for example activities consume resources, and products or services consume activities and so on. As the number of activity measures increases, activity based costing is better able to capture the underlying economics of the companys operations, and the reported costs of activities, products and services come to light. In addition, activity based costing analyzes all activities that exist in a company in order to support production as well as possible and deliver goods and services as efficiently as possible.

The optimum accuracy in costing can be attained by recognising four general levels of activities within a company, each of which can be further subdivided into specific cost activity centres. These four are as follows;

Unit level activities. These arise as a result of the total volume of production going through a facility. An example could be the consumption of power as a result of the number if hours required by a machine to complete all units on a production line which could be thought of as a unit-level activity. Some companies recognise one unit-level activity centre but most companies recognise two; One related to machine activity and the second related to labour activity.

Batch- level activities. These could include things such as placement of purchace orders, shipments to customers. Costs at batch level are dependent on the number of the batches produced rather than on the number of units made, or sold. The actual cost of, say, placing an order would be the same for one item or 10,000 items, so the total cost generated by a batch-level activity would be the function of the times an order would be placed rather than on the total quantity of items ordered.

Product level activity. These are specific and are related to the support of the production of a particular product like for instance special test routines, machine maintainence inventories.

Facility-level activities. All of these activities relate to the production as a whole and therefore are usually combined into a single activity centre. These costs can include such items as insurance, property tax, athletics facilities for the workers.

Where companies are using Activity based costing as a secondary system they should not add facility-level costs to the products. This can lead to misleading data made available to managers and in turn result in wrong decision making, however, most companies do this whether Activity based costing is their primary or secondary system.

There are various approaches for designing and implementing an activity based costing system. The size of the company and desired outcome must be considered before even thinking about, let alone attempting to make the transition from a traditional cost accounting system to an activity based costing system. Larger firms should consider pilot programs before implementing the new system across the whole organization.

The most basic approach is to use activity based costing in conjunction with a companys current accounting system. In this case, software which has been developed over the years for this specific purpose can be bought to help structure the tiering down from the traditional accounting system to a detailed activity based accounting configuration. The traditional accounting system is still used and the activity based costing structure is an add-on or shadow system to be use when specific information is needed for a management based decision. An off line system can allow an organization to improve its cost information without disrupting their current information and financial systems. This is recommended for small firms or as a first step towards full activity based costing integration for a larger firm.

At the other end of the spectrum, activity based costing can be used in place of the traditional accounting system. Every cost related facet of the accounting system would be reported to the activity based costing structure. In order to institute major organizational change, all employees must fully incorporate activity based costing into their work practices and use it as their primary source of business information. Cost and performance measurement systems and all incentive systems, for obvious reasons, have to be tied to the activity based costing numbers. The advantage of using activity based costing as the sole accounting system is that it will be used consistently for daily managemental decision making and employees will not retreat to their old practices. A traditional accounting system usually cannot report costs by processes because the purpose is to help the accounting department keep the books. The purpose of activity based costing is to help operations do their job by making cost information available at a level that everyone can use for day to day decision making.

The biggest obstacle to incorporating activity based costing as a way of life is employee resistance. Unit managers may be afraid that activity based costing is just a way for senior management to discover detailed information about a department or to reveal inefficient practices that had previously been hidden by the traditional accounting system. The corporate culture must be such that new information is not used against a business unit.

Instead, all company employees should be encouraged to dig up problems and inefficiencies so that all of those practices can be changed and decisions can be made that will benefit the company as a whole. The decision to adopt the system taken, it is essential that everyone should understand and agree that a cost-conscious approach is the companys priority, and activity based costing is the tool to make that possible.

Managers of lower levels should be part of the activity based costing system implementation team as well as representatives from manufacturing, engineering and information systems since all of these people will be using the system coherently. A diversified group also helps achieve a higher level of acceptance and ownership throughout the company. Information on the progress of the new system should be available to everyone at any time. Before any implementation is put into action, it is helpful to convince key employees to give activity based costing a fair chance before they are made redundant. Once the system is in place and employees see its benefits first hand, they are likely to be excited about being involved with the new system. To obtain continued support from employees, management must show that information from the activity based costing system is actually being used to make decisions and track performance on every level. When the new system promotes changes that reduce costs and eliminate inefficiencies, employees should be made aware of how their efforts have positively contributed to the increased profitability of the company. By doing this, employees will feel like an important and inseperable part of the new operation and thus offer less resistance when it comes down to implementing the activity based costing system.

Another important step to implementing activity based costing and getting buy-in at all levels is extensive training. All employees must be educated in the principles and mechanics of activity based costing. Depending on the level of involvement, employees may be trained in the basic concepts of activity based costing, problem solving, information analysis or how to build a new activity based costing system.

Implementation of activity based costing can take anywhere from to 15 months depending on the size of the company or plant. After the new system is in place, the old accounting system should be disguarded as soon as possible if activity based costing is to be used exclusively.

The process for setting up a new activity based costing system is not simple and goes beyond the scope of this paper. A matrix must be established for each product that tracks all activities performed for the product and all of the resources the activities consume. This information is probably not readily available and must be dug up. This can be done through searching existing documentation and historical cost information, workshops, surveys and interviews with the people who do the work. Many statistical measurements must be developed to spread overhead costs to products and processes. Larger companies usually hire a professional in activity based costing to help get the system up and running correctly.

The reason activity based costing produces such significant results is that it changes the culture of the organization. If a companys priority is to make cost conscious decisions and eliminate inefficiencies and unprofitable activities, then all employees must be given the tools, the know-how and the encouragement to work towards that objective. Activity based costing provides visibility to information that was previously hidden in a traditional accounting system especially when companies adopt Just-in-time inventory systems, eliminating inventories and reducing costs.

Therefore, it is my considered opinion that if given the right data and correct incentives to make the required adjustments to corporate culture, employees will have the means and the motivation to work towards eliminating excess costs and to work towards achieving the most affordable product possible.

Please note that this sample paper on Activity-based costing 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 Activity-based costing, we are here to assist you. Your persuasive essay on Activity-based costing will be written from scratch, so you do not have to worry about its originality.

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Dramatic Forms and Convemtions in Australian Theatre

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"Drama and Theatre in their content and style reflect the society from which they spring"

To what extent is this true for Australian plays and productions?

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Segregation of minority groups in society is a common occurrence in Australia. Segerga

tion can lead to isolation, loss of hope, detachment, a struggle for survival and the re

liance on family for support. Segregation is a major theme in both Gary's House and

The 7 Stages of Grieving. Through the use of Dramatic Forms and Conventions such

as set, characterisation, tension, and the language used, we grasp an understanding

of the underlying meaning of the play and its social context.

Gary's House focuses directly on the survival of one's environment, whether it

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The 7 Stages of Grieving is a contemporary Indigenous performance. Whilst

appropriating western form and using traditional storytelling, The 7 Stages of

Grieving gives an emotional insight to Murri life. Its a one-women show that follows the

journey of an Aboriginal "Everywoman" as she tells serious and humorous stories of

grief and reconciliation. In an environment where Indigenous Australians battle racism,

death in custody, a history of violence and anguish over lost land, The 7 Stages of Grieving is a reminder of Indigenous Australian's struggle to survive, and our sense of

humor and irony.

Set Design is an important Dramatic Form and Convention, as the building of Gary

and Sue-Anne's house is a solid metaphor for the chaotic journey that people make as

they try to build there lives. It also represents the getting over of Gary and Christine's

emotional, physical and previous experiences that have been holding them back.

The houses physical appearance also represents how the characters are coming along

in their journey for survival. When Christine experiences a loss of hope she attacks the

house. As shown in Act Two, Scene Ten, Christine attacks the house out of anger and

desperation, she no longer sees her life has any direction and is starting to tear down

the one thing that represented survival and direction in her life. This stage direction only

reiterates that the house is a solid metaphor for survival.

The 7 Stages of Grieving also uses the Dramatic Form and Convention of set de

sign to give us an insight into the struggles faced by Indigenous Australians. In,

1. Prologue, the scene is set

"A large block of ice is suspended by 7 strong ropes. It is

melting onto a freshly turned grave of red earth. The performance area is covered in a

thin layer of black powder framed by a scrape of white."

The layers of black and white earth represents the two races'. There is a great deal

of significance of the use of dirt in this design as it symbolises the two races trying to get by sharing the same land. The white earth surrounds the black earth much the

same way as white society has boxed itself around Aboriginal history and tradition.

Compacting their traditions and values, allowing no room for freedom of movement.

The 7 strong ropes represent the 7 stages of grieving. Suspended by the ropes is a

large melting block of ice. The ice is dripping onto the red earth, this give a visual image

of crying, its as if the melting ice is crying out of grief for Indigenous Australians over

the land that is being ripped away from them by white society. The use of this design

has powerful emotional depth to it. The audience feels drawn to the performance on an

emotional level. The design layout has immediately personalised the performance and

sent a powerful message as to what the content of the play will address.

The characterisation of the characters in Gary's House is also a very important

Dramatic Form and Convention as the audience is able to grasp an understanding of

the socio-economic stasis of the characters, allowing a greater depth of understanding

of the play and it's social context. This Dramatic Form and Convention, is vital to the

performance as it reflects the on the audience's understanding of the society in which

the characters are surrounded. Gary and Sue-Anne are portrayed as "Great Aussie Bat

tlers". This image sets them apart from society as they struggle to survive. The charac

ters in Gary's House are all very stereotypical. Gary is an angary, lonely and handwork

ing male. He is trying to make a go of whatever card his life has dealt him. He is a prod

uct of his childhood and lack of integration into society. The performance allows the

audience a look at to why Gary is the way he is. In, Act One, Scene four, Gary states how growing up in foster homes without a "proper family" and the chance to experience

love has made him they way he is. There is also a greater depth to Gary as the audi

ence sees his understanding of his lack of sociolisation within society, when he says,

"I watch other people- with their friends and their kids and that- and I copy

how they talk to each other. I'm trying to learn.....

But....Someone says something to me and I get it wrong and-y'know..."

Although this is just a basic understanding of Gary's personality, the point is that he has

an understanding. No matter how insignificant it may seem, Gary understands in some

way that it is because of his childhood and lack of integration into society that he has

become who he is. He also realises that its too late to change, that he cant learn these

traits just by looking at people its something that is taught as a child. Although Gary

never had a chance to experience love from family as a child, he often expresses his

love for Sue-Anne, which begs the question, do we learn to love or are we born with an

innate ability for it? This home is Gary's last chance- in and out of foster homes all his

life he finally has a go at a real family and future.

Dave is portrayed as a distant character, who is afraid of commitment, as seen in Act

One, Scene Nine, when Christine begs Dave to "please stay". Dave turns his back

and walks away. Dave is drawn to family hence he doesnt leave when he is able to.

Through Dave staying we see a transformation of his character when he is the one

begging Christine to "please stay".

Sue-Anne displays many childlike qualities. She is self-absorbed and is always reliant

on someone to take care of her. This is stereotypical of her socio-economic standing.

Gratitude, affection, respect, sympathy and empathy are all feelings Sue-Anne has no grasp of due to her own cultural and social displacement.

Christine is a hard product of society. She has a cold demeanor and comes across as a

force to be reckoned with. She is stereotyped as a woman of power, placing emotions

behind in order to succeed in her career. The character of Christine is a representative

of feminism. Christine has also had a hard life but has taken a more educated and

isolating path than Gary. She expresses her feelings best when she says,

"I dont expect anything from anyone and I'm not disappointed."

Throughout the performance we see her transform into the very thing she was trying to

surpress, but ultimately she has realised that what she was trying to surpress is the one

thing that makes her happy.

The 7 stages of Grieving uses the Dramatic Form and Convention of characterisa

tion to appeal emotionally to the audience concerning Aboriginal issues. The perfor

mance has family orientated characters and is performed in a family portrait style. The

actor expresses her own personal grief as well as Indigenous Australians as a whole.

Characters are only ever mentioned in the performance and are all portrayed by the

same person. This makes it seem as if the actor is a representative for the Aboriginal

community and is trying to reach for some sort of empathy from the audience.By telling

deeply emotional stories to the audience the actor is giving a deeply intimate portrayal

of life as an Indigenous Australian.

With the use of Naturalised based experiences the performance gives the audience a

lot to think about. In 1. Mugshot, the actor only presents the facts, allowing the audience to make up there own mind.

The Dramatic Form and Convention, tension is used in Gary's House and plays a

significant role. The tension in Gary's House is created by information we know about

the characters. Information such as the characters moral and value codes, for example,

just the mere fact that Sue-Anne and Gary are unmarried and pregnant, and that Gary

is old enough to be Sue-Anne's father as well as the language that they use, makes the

audience aware of a moral point of view. The tension of the play provokes the perfor

mance as well as the audience to question society. It is also through the socio-

economic stasis of the characters that we see a context for the play form.

The Dramatic Form and Convention, tension created in The 7 Stages of Grieving

is one of upset of Indigenous Australians towards Anglo-Saxons and Police. The perfor

mance is primarily about raising awareness, creating remorse, guilt, understanding and

"sorriness". This tension is created by putting the essence of the performance into the

hands of the audience. Its the audience's interpretation of the performance that gives it

meaning and tension. It is through the intensity of emotions that the actor creates, that

delivers tension to the performance.

The Dramatic Form and Convention of language used throughout Gary's House is

highly significant to depicting the characters struggle to survive in Australian society,

and the experiences had by them.

The performance is dominated by colloquial, Australian slang speech.

Sue-Anne describes Gary and herself as "derros" in Scene One, Act One. The use of

the word "derro" reflects on Sue-Annes social, economic and educational stance. This

language suggest Sue-Anne has had little education and limited or no socialisation

skills. Each Character in Gary's house has a style of emotive language that is individual

to that character. Christine for example has a sophisticated speech that contains a lot

of anger,

" Is it too much to ask one of my solicitors to ring me back?

[pause] Don't get a tone with me missy."

Where as Gary's language is uneducated. He finds it hard to understand things. Gary

too has a lot of pent up anger that he sometimes releases,

"When I was ten years old I marched into the Tae Kwon Do

school and I said 'Teach me how to kill a person."

Both actions and words are equally important in Gary's House. By the way the charac

ters act we grasp an understanding of the message being told. Sue-Anne takes up

smoking after she has the baby, and repeatedly is told off by Vince and Christine, yet

Sue-Anne still isnt able to grasp the concept that what she is doing is damaging for the

baby. This tells the audience about Sue-Anne's self-absorbed and childlike personality.

The 7 Stages of Grieving uses Traditional tribal language and Aboriginal pronounci

ation (broken english). The purpose of using tribal speech is mainly to educate and give

insight to the audience about Indigenous Australian traditions. The use of broken en

glish words such as "Gubberment" is included as it reflects the social, economic and

educational background of who is being portrayed. Words carry the weight of the perfor

mance as it is primarily of a storytelling genre, where colloquial and generalised language is symbolic of Aboriginal people. This language encourages an air of intimacy

between the actor and audience.

.

The actor pauses after speaking a lot in order for the audience to reflect on what was

just said. The actor has direct dialogue with the audience and talks about things she

has experienced which again creates an air of intimacy between the two. This is shown

in, 11. Murri Gets a Dress,

"have you ever been black? You now when you wake up one

morning and your black?"

The language used throughout The 7 stages of Grieving gives the audience and emo

tional insight into the Aboriginal culture as well as reaching out for some understanding

from us.

From the use of the Dramatic Forms and Conventions discussed, we can see clearly

that Gary's House and The 7 Stages of Grieving do in fact reflect the society from

which they spring. The use of Dramatic Forms and Conventions adds a deeper under

standing of the social, economical, educational and emotional context of the perfor

mances and the characters. It is with these Dramatic Forms and Conventions that

meaning is added to the performances

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