Christian scriptures Essay Example | Topics and Well Written Essays - 2000 words

Christian scriptures - Essay Example The real purpose of the gospels is therefore to establish faith in Christ (NIV Compact Dictionary, p.226). The first three gospels i.e. of St. Matthew, St. Mark and St. Luke, have an â€Å"obvious and striking† (Catholic Encyclopedia) mutual resemblance, and grouped together are known as the Synoptic Gospels. Synoptic means of the ‘same view’. The fact that some material is common between the synoptic gospels also suggests that some of the synoptic texts were used as source material for the others. These synoptic texts contrast with the final fourth Gospel of St. John â€Å"whose relations with the other three is that of dissimilarity rather than of likeness.† (ibid) This gospel narrates â€Å"few incidents in common with the synoptists, and differs from them in respect to style, language, general plan, etc.† (ibid) That is, its content cannot be harmonized with the synoptic narratives. It also does not contain any parables as the other three. In short, whilst the Synoptic Gospels offer alternative but parallel accounts of the life of Jesus, the Gospel o f St. John the Apostle stands apart from them in terms of its content, coverage and approach. Nonetheless, all four gospels are intimately related in being related to Jesus’ life and teachings. Each gospel writer therefore presents a particular picture of Jesus in their own unique way. â€Å"Matthew concentrates on the relationship of Jesus to the Jewish faith†¦ Mark emphases action rather than teaching†¦ Luke stresses the blessings of salvation brought by Jesus†¦ [and] John reveals Jesus as the One sent by God the Father into the world to be its Saviour.† (Lion Handbook, p.470-472) So, Matthew writes for his fellow Jews, concentrates on Jesus as the Messiah, and carefully records what Jesus said about the kingdom of heaven. â€Å"Matthew’s gospel more than any other is the link between the

Business Strategies of PriceWaterhouseCoopers Term Paper

Business Strategies of PriceWaterhouseCoopers - Term Paper Example The researcher states that the main mission of PwC is to support and stimulate excellence in the realm of education with a special emphasis on higher education and also for the preparation for a career in professional services. The principal objective of PwC today, is to establish itself highly in the area of professional services by catering to the related needs of the various market segments. The firm works towards maximizing the overall effectiveness of an organization. PwC assists its network of clients by responding with alacrity to the opportunities by taking upon strategic initiatives that are both forward-looking and also enable the organizations to retain its competitive edge. The key proposition of the company for its clients is â€Å"strategy as execution† which refers to the creation of a pragmatic strategy aimed at execution right from the point of the design of the strategy. This essay discusses how in order to realize this, firm adopts a collaborative approach f iguring out the ‘how’ and ‘what’ relating to strategy execution right from the beginning. The firm addresses various agendas of the CEO or the Board, starting from a health check of the strategy to its deployment. The firm’s network of strategic growth market works towards serving the evolving needs and unique challenges faced by fastest growing companies across the globe. The firm works towards making a difference by adapting its resources, capabilities and experience as per the requirements of the business.

Energy Drinks Case Study Essay Example for Free

Energy Drinks Case Study Essay There are new coming items in beverage industry during the mid-2000s, which are energy drinks, sports drinks and Vitamin-Enhanced beverages. These items focus on different flavors, specified consumers, efficient distribution systems, and products innovation in the beverage market. They compete with water, soft drinks, juices, tea, and other common drinks, which are in low prices, good and long history of brand reputation, easy to accept the taste. From 2005 until now, alternative beverages grow fast and take more and more market share in the whole world beverage market. The main alternative beverages companies are Coca Cola, PepsiCo, Red Bull and Hansen Natural Corporation. Energy drinks, spots drinks, and vitamin-enhanced beverages use many strategies to find a good position in the beverage industry in the Global market, which also give us some ideas about how to operate beverage companies. Firstly, alternative beverages take the action via wider product selection, better product quality, good delivery system to gain sales and market share. For example, PepsiCo develops 12 flavors of Amp Energy drinks and 28 varieties of SoBe vitamin-enhanced drinks (Gamble, 2010, p. C-83). Again, PepsiCo, Coca-Cola through their own soft drinks distribution channels to deliver energy drinks at the same time, which reduce much time and cost. Secondly, energy drinks take big actions to enter emerging market opportunities, like most Asia countries and South America. For example, alternative beverages take 31. 5% market share in Asia-Pacific in 2009 (Gamble, 2010, p. C77). Thirdly, Energy drinks, spots drinks, and vitamin-enhanced beverages try to acquire or merge with other small companies to strengthen market standing and competitiveness. For instance, PepsiCo has a multiyear distribution agreement with Rockstar to distribute Rockstar energy drinks in the United States and Canada (Gamble, 2010, p. C-83). Coca-Cola also has a multiyear distribution agreement with Hansen Natural Corporation to distribute Hansen’s Monster energy drink in some areas of the United States, Canada, and six European countries (Gamble, 2010, p.C-84). SWOT Analysis Strengths| Weaknesses| * Healthier than traditional soda. * Global brands * New product development * Strong manufacturing and distribution capabilities * Strong support of parent company| * High price * Consumer limitation| Opportunities| Threats| * Growing demand for healthy drinks * High growth developing markets * Cost reduction measures| * Traditional drinks competition which includes price and taste * Regulations and law * Health risks * Environment problem * New entrents|. To solve weaknesses and threats, alternative beverages industry companies set up business models to match the customer value and gain profit. Firstly, Energy drinks, sports drinks, and vitamin-enhanced beverages companies develop many different flavors to match different customers’ taste. Second, these companies also focus on different customers’ demands. Third, they sell products in many different locations, not only supermarkets, but also convenience stores and vending machines around every corner, which give convenient service to customers. Fourth, alternative beverage companies always try to follow the state law and regulations. Try to avoid risk ingredients. Fifth, to pretend the health risk, some companies placed warnings on their products labels. Sixth, because many people and organizations are focus on environment issues, alternative beverages’ plastic bottles and cans are really concern by these people. To solve this problem, beverage companies recycle plastic bottles and cans to keep pollution away. I also have some recommendations to alternative beverage companies to grow bigger and faster in the global market. First, try to make innovation on the local taste in different countries. Do research on people’s taste in various countries. McDonald’s is a good example in promoting global market. McDonald’s knows Indian people don’t eat beef and pork and love spicy food, so McDonald’s over there never have any product with beef or pork but with more spicy taste. Again, don’t put sensitive ingredients in the drinks. People are more curious about health and drink ingredients. Many organizations are strict with it, too. Try to produce healthier and more nutritious drinks to the market. Moreover, drinks’ function attempts to everyone, but not only for a small group of people. Nowadays, teenage boys always buy energy drinks, people who do sports, fitness, or other strenuous activities bought sports drinks; adult consumers are interested in buying vitamin-enhanced beverages (Gamble, 2010, p. C-77). What I recommend is alternative beverage companies should develop beverages suitable for most people. White collar can drink energy drinks; sports people also suitable to buy some kinds of vitamin-enhanced beverages. Additionally, don’t publicize the function too powerful. Some alternative drinks have some special effects, but not like what the advertisement said. If the company wants to operate for a long time running, it should be honest and act in good faith. Last but not least, incumbents of alternative drinks use strong brand preferences, high degrees of customer loyalty, significant cost advantages to keep new entrants out of the market. References: Gamble, John E. (2010). Competition in Energy Drinks, sports Drinks, and Vitamin-Enhanced Beverages. Crafting Executing Strategy. p. C-77. Gamble, John E. (2010). Competition in Energy Drinks, sports Drinks, and Vitamin-Enhanced Beverages. Crafting Executing Strategy. p. C-79. Gamble, John E. (2010). Competition in Energy Drinks, sports Drinks, and Vitamin-Enhanced Beverages. Crafting Executing Strategy. p. C-83. Gamble, John E. (2010). Competition in Energy Drinks, sports Drinks, and Vitamin-Enhanced Beverages. Crafting Executing Strategy. p. C-84.

Rationalizing Economic Development and Environmental Sustainability Essay Example for Free

Rationalizing Economic Development and Environmental Sustainability Essay There happens to be a two-fold task governing the existence of economic development and environmental stability – national progress towards economy depends on natural resources, and natural resources needs replenishment to continue the cyclical mode of economic development. In this manner, these two important national concerns continuously exist with a common approach of relationship. Indeed, the economy depends on the environment and the stability of the environment likewise opts for support from the sectors enriching the economy. In issues occurring between economic development and environmental stability, there are claims that the arousal of the economy inhibits the constancy of the environment. The energy sector primarily is one of the fundamental avenues governing this relationship. An exemplification of such is the report of Woodwell and Ramakrishna (2004) entitled â€Å"World Bank undermines efforts on global warming†: It states there that the World Bank favorably considered the continued support for the expansion of new-fangled sources of fossil fuels, one of the principal causes of climatic distraction. It came up with a decision that interests on recommending support to the less developed countries which are good prospects that can sell oil or gas or coal to the world markets. Furthermore, the alleged deed brings back into the limelight the ongoing inconsistency between the voices of the scientific community that provokes on the world’s state, and the ears of what the economic and political communities bear. In fact, the environment is being changed in conduct that annihilates its life-supporting capacity. Instead, it seeks for immediate efficient steps to stop the erosion. Such report only signifies how the trend of coming up with possible sources of oil, gas or coal can be much of a danger to the environment, to the inhabitants surrounding the possible resources, and to the planet earth as well. Global warming for the past decades continuously alarms the people of its degrading effects on the environment. Drastically, different industries governing the economy surely have directly or indirectly implied to such dilemma. In lieu with this, the question is back to basic â€Å"What does the environment do to the economy? † Indeed, there is a need to assess the economic value of the environment through its fundamental means, ways, and processes. Taking a look with CIDA’s Policy for Environmental Sustainability, an article called â€Å"Assessing the Economic Value of the Environment† states that taking into consideration the economic values implied to all environmental values, which may be of cultural, aesthetic, or spiritual, is not possible. Moreover, programmers are in constant need to assess the environment’s value to know its value in economic terms, and to assess the economy’s value to identify its value in making of environment decisions. In contrast with the macro and micro level, there is a need to emphasize the pros and cons of doing economical activities that may affect that of the environment. Furthermore, the article â€Å"The Complicated Interrelationships of Poverty, Population and Natural Resources† from the same policy states the sophisticated interrelated web of cause and effect relationships among poverty, population growth, degradation of natural resources and natural resource consumption (11). Three factors such as population, environment and poverty are commonly indivisible. In this manner, such dilemma is perceived in most of the less developed and highly populated countries. Most of the highly populated countries accumulate much of its resources creating a slash on its natural resources yet may incur a probable high or low effect to its economy. Indeed, in terms of economic development and environmental sustainability, the whole process is inevitably diversified. With this, the relationship between the economy and the environment takes action upon the people and their surroundings. Works Cited Woodwell, George M. and Ramakrishna, Kilaparti. â€Å"World Bank undermines efforts on Global Warming. † The Boston Globe 11 August 2004. â€Å"Assessing the Economic Value of the Environment. † January 1992. Canadian International Development Agency. 13 April 2007 http://www. acdi-cida. gc. ca/inet/images. nsf /vLUImages/Policy2/$file/ENV-E. pdf â€Å"The Complicated Interrelationships of Poverty, Population and Natural Resources. † January 1992. Canadian International Development Agency. 13 April 2007 http://www. acdi- cida. gc. ca/inet/images. nsf /vLUImages/Policy2/$file/ENV-E. pdf

Human Resources Planning In Organizations

Human Resources Planning In Organizations InTroduction Planning is very important to our everyday activities. Several definitions have been given by different writers what planning is all about and its importance to achieving our objectives. It is amazing that this important part of HR is mostly ignored in HR in most organizations because those at the top do not know the value of HR planning. Organizations that do not plan for the future have less opportunities to survive the competition ahead. This article will discuss the importance of HR planning; the six steps of HR planning that is : Forecasting; inventory, audit, HR Resource Plan; Actioning of Plan; Monitoring and Control. Definition of HR Planning Quoting Mondy et (1996) they define it as a systematic analysis of HR needs in order to ensure that correct number of employees with the necessary skills are available when they are required. When we prepare our planning programme, Practitioners should bear in mind that their staff members have their objective they need to achieve. This is the reason why employees seek employment. Neglecting these needs would result in poor motivation that may lead to unnecessary poor performance and even Industrial actions. Importance of Planning Planning is not as easy as one might think because it requires a concerted effort to come out with a programme that would easy your work. Commencing is complicated, but once you start and finish it you have a smile because everything moves smoothly. Planning is a process that have to be commenced form somewhere and completed for a purpose. It involves gathering information that would enable managers and supervisors make sound decisions. The information obtained is also utilized to make better actions for achieving the objectives of the Organization. There are many factors that you have to look into when deciding for an HR Planning programme. HR Planning involves gathering of information, making objectives, and making decisions to enable the organization achieve its objectives. Surprisingly, this aspect of HR is one of the most neglected in the HR field. When HR Planning is applied properly in the field of HR Management, it would assist to address the following questions: How many staff does the Organization have? What type of employees as far as skills and abilities does the Company have? How should the Organization best utilize the available resources? How can the Company keep its employees? HR planning makes the organization move and succeed in the 21st Century that we are in. Human Resources Practitioners who prepare the HR Planning programme would assist the Organization to manage its staff strategically. The programme assist to direct the actions of HR department. The programme does not assist the Organization only, but it will also facilitate the career planning of the employees and assist them to achieve the objectives as well. This augment motivation and the Organization would become a good place to work. HR Planning forms an important part of Management information system. HR have an enormous task keeping pace with the all the changes and ensuring that the right people are available to the Organization at the right time. It is changes to the composition of the workforce that force managers to pay attention to HR planning. The changes in composition of workforce not only influence the appointment of staff, but also the methods of selection, training, compensation and motivation. It becomes very critical when Organizations merge, plants are relocated, and activities are scaled down due to financial problems. Inadequacy of HR Planning Poor HR Planning and lack of it in the Organization may result in huge costs and financial looses. It may result in staff posts taking long to be filled. This augment costs and hampers effective work performance because employees are requested to work unnecessary overtime and may not put more effort due to fatigue. If given more work this may stretch them beyond their limit and may cause unnecessary disruptions to the production of the Organization. Employees are put on a disadvantage because their live programmes are disrupted and they are not given the chance to plan for their career development. The most important reason why HR Planning should be managed and implemented is the costs involved. Because costs forms an important part of the Organizations budget, workforce Planning enable the Organization to provide HR provision costs. When there is staff shortage, the organization should not just appoint discriminately, because of the costs implications of the other options, such as training and transferring of staff, have to be considered. Steps in HR Planning Forecasting HR Planning requires that we gather data on the Organizational goals objectives. One should understand where the Organization wants to go and how it wants to get to that point. The needs of the employees are derived from the corporate objectives of the Organization. They stern from shorter and medium term objectives and their conversion into action budgets (eg) establishing a new branch in New Dehli by January 2006 and staff it with a Branch Manager (6,000 USD, Secretary 1,550 USD, and two clerical staff 800 USD per month. Therefore, the HR Plan should have a mechanism to express planned Company strategies into planned results and budgets so that these can be converted in terms of numbers and skills required. Inventory After knowing what human resources are required in the Organization, the next step is to take stock of the current employees in the Organization. The HR inventory should not only relate to data concerning numbers, ages, and locations, but also an analysis of individuals and skills. Skills inventory provides valid information on professional and technical skills and other qualifications provided in the firm. It reveals what skills are immediately available when compared to the forecasted HR requirements. Audit We do not live in a static World and our HR resources can transform dramatically. HR inventory calls for collection of data, the HR audit requires systematic examination and analysis of this data. The Audit looks at what had occured in the past and at present in terms of labor turn over, age and sex groupings, training costs and absence. Based on this information, one can then be able to predict what will happen to HR in the future in the Organization. HR Resource Plan Here we look at career Planning and HR plans. People are the greatest asserts in any Organization. The Organization is at liberty to develop its staff at full pace in the way ideally suited to their individual capacities. The main reason is that the Organizations objectives should be aligned as near as possible, or matched, in order to give optimum scope for the developing potential of its employees. Therefore, career planning may also be referred to as HR Planning or succession planning. The questions that should concern us are: Are we making use of the available talent we have in the Organization, and have we an enough provision for the future? Are employees satisfied with our care of their growth in terms of advancing their career? Assignment of individuals to planned future posts enable the administration to ensure that these individuals may be suitably prepared in advance. Actioning of Plan There are three fundamentals necessary for this first step. Know where you are going. There must be acceptance and backing from top management for the planning. There must be knowledge of the available resources (i.e) financial, physical and human (Management and technical). Once in action, the HR Plans become Corporate plans. Having been made and concurred with top management, the plans become a part of the companys long-range plan. Failure to achieve the HR Plans due to cost, or lack of knowledge, may be a serious constraints on the long-range plan. Below is an illustration of how HR Plan is linked to corporate Plan. The link between HR Plan and Strategic Management STRATEGIC MANAGEMENT -> HR PLANNING Æ’Â   STRATEGIC PLAN Organizational goals Values Organizational goals Strong and weak parts Mission Strong weak points Opportunities and threats Goals and Priorities Opportunities threats Sources of Competitive advantage Resource Allocations Source of Competitive advantage Identify People related matters Define HR strategies, Implement Hr Processes Goals plans Policy Practices HUMAN RESOURCES PLANNING Bohlander et as (2001) Monitoring and Control. This is the last stage of HR planning in the Organization. Once the programme has been accepted and implementation launched, it has to be controlled. HR department has to make a follow up to see what is happening in terms of the available resources. The idea is to make sure that we make use of all the available talents that are at our disposal failure of which we continue to struggle to get to the top. Do you have an HR Plan in action? Let us all check where we are working and see whether there is really a Human Resource Plan. If its not available, let use try to develop one and you would see how you will make a difference. It is quite true that HR plan is the basis of Human Resources Management. If we do not know how to develop it, then we are not doing an services to our Organizations and our impact will not be felt in the management pool. Human resource planning has traditionally been used by organizations to ensure that the right person is in the right job at the right time. Under past conditions of relative environmental certainty and stability, human resource planning focused on the short term and was dictated largely by line management concerns. Increasing environmental instability, demographic shifts, changes in technology, and heightened international competition are changing the need for and the nature of human resource planning in leading organizations. Planning is increasingly the product of the interaction between line management and planners. In addition, organizations are realizing that in order to adequately address human resource concerns, they must develop long-term as well as shortterm solutions. As human resource planners involve themselves in more programs to serve the needs of the business, and even influence the direction of the business, they face new and increased responsibilities and challenges. In an early treatment of the topic, Vetter (1967) defined human resource planning as the process by which management determines how the organization should move from its current manpower position to its desired position. Through planning, management strives to have the right number and the right kinds of people, at the right places, at the right time, doing things which result in both the organization and the individual receiving maximum long-run benefits. (p. 15) Contemporary human resource planning occurs within the broad context of organizational and strategic business planning. It involves forecasting the organizations future human resource needs and planning for how those needs will be met. It includes establishing objectives and then developing and implementing programs (staffing, appraising, compensating, and training) to ensure that people are available with the appropriate characteristics and skills when and where the organization needs them. It may also involve developing and implementing programs to improve employee performance or to increase employee satisfaction and involvement in order to boost organizational productivity, quality, or innovation (Mills, 1 985b). Finally, human resource planning includes gathering data that can be used to evaluate the effectiveness of ongoing programs and inform planners when revisions i n their forecasts and programs are needed. Because a major objective of planning is facilitating February 1990 à ¢Ã¢â€š ¬Ã‚ ¢ American Psychologist Copyright 1990 by the American Psychological Association, Inc. 0003.066X/90/$00.75 Vol. 45, No. 2, 223-239 Human Resource Planning Challenges for Industrial/Organizational Psychologists Susan E. Jackson and Randall S. Schuler New York University an organizations effectiveness, it must be integrated with the organizations short-term and longer term business objectives and plans. Increasingly this is being done in leading organizations, although in the past business needs usually defined personnel needs and human resource planning, which meant that planning became a reactive process. The reactive nature of the process went handin-hand with a short-term orientation. Now, major changes in business, economic, and social environments are creating uncertainties that are forcing organizations to integrate business planning with human resource planning and to adopt a longer term perspective. For example, according to Kathryn Connors, vice president of human resources at Liz Claiborne, Human resources is part of the strategic (business) planning process. Its part of policy development, line extension planning and the merger and acquisition processes. Little is done-in the company that doesnt involve us in the planning, policy or finalization stages of any deal. (cited in Lawrence, 1989, p. 70) John OBrien, vice president of human resources at Digital Equipment Corporation, describes an integrated linkage between business and human resource plans as one by which human resource and line managers work jointly to develop business plans and determine human resource needs, analyze the work force profile in terms of future business strategies, review emerging human resource issues, and develop programs to address the issues and support the business plans. According to OBrien, such joint efforts occur when human resource planners convince corporate business planners that human resources HRM is the legal liason between the organization and the employees,they are to uphold the employment and safety laws (osha, and civil rights act) as well as follow the practices, which may differ within federal guidelines, that the employer authorizes. Corporations are always searching for better ways to produce goods and services. When new technological developments give some organizations a competitive advantage, their rivals try to catch up by adopting and improving on the new technologies. Ford has put many of Toyotas technical advances to work in its own plants, and General Motors has spent over $50 billion in the last decade to modernize its production facilities to develop skills in flexible manufacturing. A large part of this growth is the Human Resources department of these companies, who are responsible for hiring the people with the knowledge to bring new technology into a company. To be successful in the automotive market, these companies needs a highly skilled, flexible and committed work force, a flexible and innovative management, the ability to retain developed talent, and a strong partnership between management and labor unions. To achieve these goals, the company needs a talented HR department. Besides hiring the right people to manage and perform specific jobs, HR managers have to build up commitment and loyalty among the workforce by keeping them up to date about company plans, and laying out the implications for job security and working conditions. Such was the case when I worked at Velco. From the interview process to my exit interview at the end of the summer, the HR department was every employees main connection between the production floor and the upper management. The HR department kept us informed via bi-weekly meetings, a company newsletter, and bulletin-board postings throughout the plant. Whenever a question arose, instead of asking middle-management, an employee could go straight to the HR rep they were assigned to. From my experiences, it seemed like the HR reps knew everything there was to know about the company and how it is run. And I found that to be a very valuable asset. I imagine the same takes place at large corporations around the world, be it Velcro or General Motors. The backbone of any successful company is the HR department, and without a talented group of people to hire, culture, and inform employees, the company is doomed for failure.

Harley Davidson :: Business Management Essays

Overview Harley-Davidson’s management had much to be proud of as the company wrapped up its Open Road Tour centennial celebration that began in July 2002 in Atlanta, Georgia, and ended on the 2003 Memorial Day Weekend in Harley’s hometown of Milwaukee, Wisconsin. The 14-month Open Road Tour drew large crowds of Harley owners in each of its five stops in North America and additional stops in Australia, Japan, Spain, and Germany. Also during its 2003 centennial year, Harley-Davidson was named to Fortune’s list of â€Å"100 Best Companies to Work For† and was judged third in automotive quality behind Rolls-Royce and Mercedes-Benz by Harris Interactive, a worldwide market research and consulting firm best known for the Harris Poll. The company’s revenues had grown at a compounded annual rate of 16.6% since 1994 to reach $4.6 billion in 2003—marking its 18th consecutive year of record revenues and earnings. In 2003, the company sold more than 290,000 motor cycles, giving it a commanding share of the 651+cc motorcycle market in the U.S. and the leading share of the market in the Asia/Pacific region. The consistent growth had allowed Harley-Davidson’s share price to appreciate by more than 15,000% since the company’s initial public offering in 1986. In January 2004 the company’s CEO, Jeffrey Bleustein, stated that Harley-Davidson’s earnings growth rate should fall in the mid-teens for the foreseeable further and the company expected to increase unit sales to 400,000 units by 2007. However, not everyone was as bullish *This teaching note reflects the thinking, insight, and analysis of case authors, Professor John E. Gamble and Diplom-Betriebswirt Roger Schà ¤fer, both of the University of South Alabama. on Harley-Davidson’s future, with analysts pointing out that the company’s plans for growth were too dependent on aging baby boomers. The company had achieved its record growth during the 1990s and early-2000s primarily through the appeal of its image with baby boomers in the U.S. There was some question how much longer boomers would choose to spend recreational time touring the country by motorcycle and attending motorcycle rallies. The company had yet to develop a motorcycle that appealed in large numbers to motorcycle riders in their 20s or cyclists in Europe who both preferred performance oriented bikes rather than cruisers or touring motorcycles. Another concern of analysts watching the company was Harley-Davidson’s short-term oversupply of certain models brought about by the 14-month production run for its 100th anniversary models.

Sweatshops :: essays research papers

When you think about children, chances are you think of them getting up in the morning, going to school then coming home and going outside to play. Sadly this isn't always the case. In other countries, children are locked up inside being forced to work. Is it fair that a child is forced to work a twelve-hour shift, seven days a week earning only seven cents an hour? This means if a child were to work eighty-four hours a week (when the maximum is 60 hours a week), then they will have only earned $5.55. Sometimes they have to work overtime which they aren’t paid for. If a worker cannot stay for the overtime, they are suspended without pay or they are fired. The workers want Unions, but the companies forbid them! Living on these salaries is almost impossible. A round trip bus to work costs 0.37cents, and just enough food to get by for a day is about $1.33. That means each person could spend $ 2.59 per day. The majority of the people are spending more than they make, so a lot of them go hungry. That total doesn’t include rent, which is usually 0.86 a day for a one room apartment. If the worker pays the rent, there is nothing left over, in fact, they are in debt. What about food for the family, utilities, clothes, doctor's bills, medicines, or even to think about going to school? Because of the great cost of living for these people the whole family is forced to work. An estimated two hundred and fifty million children ages six to fourteen work for pennies a day so that their families have food to eat and a place to live. One half of these children work full-time. 85% of these children come from Asia and Africa. These children don’t want to be working, but their parents normally force them to. Because of this, the children miss out on the opportunity to be educated. Remember, children are the future> And with millions of them locked up, never learning how to read or write, or even simple math skills, what kind of future do we have? Most of these children work because of poverty. If your income is high you will probably be picked to attend school, in other words if you have money than you can go to school. Some children work because the schools are too overcrowded for them to attend.