Price Discrimination Essay

A vender charging contending purchasers various costs for the equivalent â€Å"commodity† or segregating in the arrangement of â€Å"allowances† †remuneration for promoting and different administrations †might be damaging the Robinson-Patman Act. This sort of value separation may give supported clients an edge in the market that has nothing to do with their boss productivity. Value separations are commonly legitimate, especially in the event that they mirror the various expenses of managing various purchasers or are the consequence of a seller’s endeavors to meet a competitor’s offering. The Supreme Court has decided that value separation asserts under the Robinson-Patman Act ought to be assessed steady with more extensive antitrust arrangements. By and by, Robinson-Patman claims must meet a few explicit legitimate tests: 1.The Act applies to wares, yet not to administrations, and to buys, yet not to leases. 2.The products must be of â€Å"like grade and quality.† 3.There must be likely injury to rivalry (that is, a private offended party should likewise demonstrate genuine mischief to their business). 4.Normally, the deals must be â€Å"in† interstate business (that is, the deal must be over a state line). Serious injury may happen in one of two different ways. â€Å"Primary line† injury happens when one producer lessens its costs in a particular geographic market and makes injury its rivals in a similar market. For instance, it might be illicit for a maker to sell underneath cost in a nearby market over a supported period. Organizations may likewise be worried about â€Å"secondary line† infringement, which happen when supported clients of a provider are given a value advantage over contending clients. Here, the injury is at the buyer’s level. The essential mischief to rivalry at the purchaser level can be deduced from the presence of huge value separation after some time. Courts might be beginning to constrain th is induction to circumstances in which either the purchaser or the merchant has advertise power, on the hypothesis that, for instance, enduring serious damage is impossible if elective wellsprings of gracefully are accessible. There are two legitimate resistances to these sorts of supposed Robinson-Patman infringement: (1) the value contrast is defended by various expenses in production, deal, or conveyance (e.g., volume limits), or (2) the value concession was given in accordance with some basic honesty to meet a competitor’s cost. The Robinson-Patman Act additionally denies certain unfair remittances or administrations outfitted or paid to clients. Inâ general, it necessitates that a vender treat all contending clients in a proportionately equivalent way. Administrations or offices secured incorporate installment for or outfitting publicizing or limited time stipends, handbills, inventories, signs, exhibitions, show and capacity cupboards, extraordinary bundling, warehousing offices, credit returns, and prizes or free product for special challenges. The cost support doesn't make a difference if the segregation is in remittances or administrations outfitted. The dealer must educate all regarding i ts contending clients if any administrations or stipends are accessible. The merchant must permit a wide range of contending clients to get the administrations and stipends engaged with a specific arrangement or give some other sensible methods for support for the individuals who can't utilize the fundamental arrangement. An increasingly point by point conversation of these special issues can be found in the FTC’s Fred Meyer Guides. In specific situations, a purchaser who profits by the segregation may likewise be found to have abused the Act, alongside the dealer who gives the separation, if the purchaser constrained, or â€Å"induced,† the vender to concede a biased cost. Albeit confirmation of an infringement of the Robinson-Patman Act frequently includes complex legitimate inquiries, organizations should remember a portion of the fundamental practices that might be unlawful under the Act. These include: †¢below-cost deals by a firm that charges more significant expenses in various regions, and that has an arrangement of recoupment; †¢price contrasts in the offer of indistinguishable merchandise that can't be legitimized based on cost reserve funds or meeting a competitor’s costs; or †¢promotional remittances or administrations that are not for all intents and purposes accessible to all clients on proportionately equivalent terms. Under the Nonprofit Institutions Act, qualified not-for-profit substances may buy †and merchants may offer to them †supplies at discounted costs for the nonprofit’s own utilization, without disregarding the Robinson-Patman Act. The Health Care Services and Products Division gave an ongoing warning supposition examining the utilization of this exclusion to pharmaceutical buys by a not-for-profit wellbeing support association. Q: I work two stores that sell reduced plates. My business is being destroyed by goliath rebate chains that sell their items for not exactly my discount cost. What would i be able to do? A: Discount chains might have the option to purchase smaller plates at a lower discount cost since it costs the maker less, on a for every unit premise, to manage enormous volume clients. Provided that this is true, the producer may have a â€Å"cost justification† defenseâ to the differential valuing and the approach would not abuse the Robinson-Patman Act. Q: One of my providers is selling parts at its organization possessed store at retail costs that are underneath the discount value that it charges me for the parts. Isn’t this illicit? A: The exchange of parts from a parent to its auxiliary by and large isn't viewed as a â€Å"sale† under the Robinson-Patman Act. In this manner, this circumstance would not have the necessary component of deals to at least two buyers at various costs. †¢Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Meaning of ‘Price Discrimination’ An evaluating methodology that charges clients various costs for a similar item or administration. In unadulterated value separation, the vender will charge every client the greatest value that the individual is eager to pay. In progressively regular types of value segregation, the vender places clients in bunches dependent on specific qualities and charges each gathering an alternate cost. Investopedia clarifies ‘Price Discrimination’ Value segregation permits an organization to win higher benefits than standard estimating in light of the fact that it permits firms to catch every single dollar of income accessible from every one of its clients. While impeccable value separation is unlawful, when the ideal cost is set for each client, blemished value segregation exists. For instance, cinemas for the most part charge three unique costs for a show. The costs target different age gatherings, including youth, grown-ups and seniors. The costs vacillate with the normal salary of each age section, with the most elevated charge setting off to the grown-up populace. Value Discrimination When you were youthful, did you ever arrange from the children’s menu in an eatery? At the point when a family with little youngsters goes to an eatery, they are frequently given a children’s menu notwithstanding the standard menu. In the event that they request two comparable things, one from every menu, they will find that the thing requested from the children’s menu will be somewhat littler, however its cost will be a lot littler. Truth be told, it would frequently be beneficial for the whole family to arrange from the children’s menu, yet they can't. Cafés typically just permit youngsters to arrange from it.1 Why do eateries use children’s menus? Economists question that eatery proprietors have a unique love for kids; they speculate that the proprietors see offering children’s menus as gainful. It tends to be productive if grown-ups who come to cafés with kids are, all things considered, more delicate to costs on menus than grown-ups who come to eateries without youngsters. Youngsters frequently don't acknowledge café food and administration, and regularly squander an enormous piece of their food. Guardians know this and would prefer not to pay a great deal for their child’s feast. In the event that eateries treat kids like grown-ups, the cafés may lose clients as families change to drive-through eateries. On the off chance that this clarification is right, at that point eateries cost discriminate.2 A dealer cost segregates when it charges various costs to various purchasers. The perfect type of value segregation, from the seller’s perspective, is to charge every purchaser the most extreme that the purchaser is happy to pay. On the off chance that the merchant in our imposing business model could do this, it could charge the main purchaser $7.01, the second purchaser $6.51, and so forth. For this situation the minimal income bend gets indistinguishable with the interest bend. The dealer will sell the financially effective sum, it would c atch the whole consumers’ overflow, and it would considerably expand benefits. The Simple Analytics of Monopoly-Repeated OutputMarginal CostMarginal Benefit Each vender would cost separate if there were not two significant impediments disrupting the general flow. To begin with, the dealer must have the option to recognize those purchasers who are eager to address a significant expense from the individuals who are most certainly not. Second, there must be significant trouble with ease purchaser to exchange to those ready to purchase at a high price.3 Because value separation is conceivably gainful, organizations have discovered numerous approaches to do it. Theaters frequently charge more youthful clients not as much as grown-ups. Specialists once in a while chargeâ the rich or guaranteed quiet more for administrations than they charge poor people or uninsured. Markets have a lower cost for individuals who trouble to check the paper and clasp coupons. A few organizations, for example, firms selling mixed refreshments, produce comparative items yet attempt to advance one as a glory brand with an a lot more significant expense. Electric utilities generally charge lower rates to individuals who utilize a ton of power (and subsequently most likely have electric ovens and water radiators) than they do to the individuals who utilize just a little power (and wh

Challenges, Opportunities. Problems Analysis and Emerging Conflicts - Free Essay Example

Challenges, opportunities. Problems analysis and emerging conflicts: The case studies presented demonstrates several challenges and opportunities. The common ones are summarized in the below table for easy reference prior to elaboration. Common Challenges Opportunities Case I limited resources managing expectations managing change + small institute, potential growth + ability to select suitable track + exposure and qualifications Case II Case III Firstly, the limited resources can be referred at the rightful allocation of resources and the proper distribution of work load and duties among individuals. To illustrate, all three cases show a limited number of faculty members handling various functional tasks, including administrative, educational, researches, et cetera. Secondly, in managing expectations, leaders and managers respectively in each situation have failed to recognize the future aspiration of their staff, while they were mostly concerned in the pursuit of balancing between the needs and the expectations of their institutions. Thirdly, the most significant challenge can be traced to managing change in context. This is a crucial element, since it is a must-have attribute associated with being a leader and or a manager to be able to anticipate future change and being prepared with a contingent plan, as to cope with the unexpected and maintain a smooth and effective operation of the institute. On the other ha nd, opportunities can originate from different areas. To exemplify the cases, the first shows a new small faculty, the second refers to a newly established department, while the last is concerned with new mission. The à ¢Ã¢â€š ¬Ã‹Å"newà ¢Ã¢â€š ¬Ã¢â€ž ¢ situation proposed can therefore be associated with ample of opportunities, such as potential career growth, better income, increased experience and qualifications. Moreover, all the case provide in a way a choice for choosing a suitable track that fit individual goal, provide exposure and possible promotion. It is commonly known that problems occur when a gap exist between a required situation and the actual one, or when expectations have changed. Alternatively, problems often lead to conflicts that emanate from different expectations between individuals. In the first case, the problem occurred as a result of budget cut. This unexpected change, led the Associate Dean to reconsider his plan of recruiting additional faculty mem bers and invest in a fully equipped laboratory to enable researches and development. Subsequently, this change affected directly the junior faculty member, first since work-shedding for some of the tasks performed is no more an option, and by the lack of basic equipment needed to conduct her researches. These fact led to a conflict, since either she would have to compromise and sacrifice her own private time to obtain the promotion she aims or she might lose her job. While in the second case, the problem took place when a faculty member was transferred to a new department and under a less cooperative, less guiding department head. The faculty member had collaborated and contributed to the overall mission of faculty in studies and publications, but her new manager did not recognize her efforts and instead accounted her for what her job description. The conflict aroused when the faculty member was subject to either succumb to pressure of new role or resign from her post. As for the third case, the problem originates as a result of large-scale change in faculty mission, to focus on practice dentistry to generate income and reduce costs. This fact has led to a perception of inequality in compensation between the two teams; tenure tack and clinical track faculty members. Conflicts emerged when tenure members believed that their counterparts would benefit more from this new approach considering that they are limited to one day in practice, while the clinical member complained about the lower base salary and the less flexible hours in comparison. Case studiesà ¢Ã¢â€š ¬Ã¢â€ž ¢ central issues and relevant management concepts: (Word count: 964 without headings) To better comprehend each case, it is essential to analyze and identify the related central issues prior to identifying a management theory that could be applied and or assist for each context Referring to case I à ¢Ã¢â€š ¬Ã¢â‚¬Å" à ¢Ã¢â€š ¬Ã…“the frustrated faculty memberà ¢Ã¢â€š ¬Ã‚ , the main issue dwell in managing resources, in particular the human element. Peter Drucker (2004) suggests that effective managers will follow certain practices, such as à ¢Ã¢â€š ¬Ã‹Å"what is right for the enterpriseà ¢Ã¢â€š ¬Ã¢â€ž ¢. This fact is visible since both the dean and his associate did their best to get in hold of Dr. Orsten à ¢Ã¢â€š ¬Ã¢â‚¬Å" a periodontist, which is considered as scarce resource for the faculty. However, this is not sufficient. An institute that faces shortage in faculty members shall consider effective ways in developing their staff. Many techniques are presented in this regards, including mentoring, motivating and performance counseling. Retrieved from the Journal of Dental Education, Kotter presented certain complementary activities associated with management includes recruiting, allocating resources and coping with complexity. Apparently, the dean and his associate have succeeded in recruiting, but they failed on other counts such as mentor ing. Alternatively, what seems to be a drawback in leadership here, may in fact be related to other factors. Rosemary Stewart (1982) suggested that in certain context, managers effectiveness may reside on key factors, and this case, the constraints imposed on Dr. Hightower by the resource limitations and perhaps the legal regulations pertaining the promotion committee and requirement for tenure, did not leave room for negotiations and forced their behavior that way. This can be confirmed by his sympathy towards to Dr. Orsten and his appreciation to her work performance through the given bonus. à ¢Ã¢â€š ¬Ã‚ ¦ As for case II à ¢Ã¢â€š ¬Ã¢â‚¬Å" à ¢Ã¢â€š ¬Ã…“the misdirected faculty memberà ¢Ã¢â€š ¬Ã‚  the central issue stems from lack of communication between the Dean and the different departmentsà ¢Ã¢â€š ¬Ã¢â€ž ¢ Chairs. The lack of discussion and feedback among them may have resulted in an unnoticed conflict. For example, the direction of the deanship towards more rese arches and studies, was not communicated across the board and notably did not obtain feedback from all participants. Instead, they may have used existing skills of some members without considering their future aspirations. Supplemented with further internal re-shuffle of faculty members, both facts have led to a different expectations, and lack of compatibility. Dr. Forester à ¢Ã¢â€š ¬Ã¢â‚¬Å" a motivated member, has had to struggle to obtain guidance from the head of the newly established department where she was transferred at. This fact had spilled its impact on de-motivation. Thus, during the process of reengineering tasks between tenure and the clinical, and the changes in faculty bylaws, none have considered the impact for such a change. One way that could have helped the leaders and managers to identify such a conflict, could have been attained trough a proper feedback of all involved and the expectancy theory. The course study materials suggest that when app raising a subordinate, a manager should not only provide feedback, but also consider receiving feedback. Perhaps that what Dr. Marino failed to do, irrespective of whether he had load of other duties. Moreover, the failure to understand the individual and provide a constructive feedback, has meant that the appraisal of Dr. Forester led to a destructive feedback. As a result, Dr. Forester who had high expectations for promotion and motivated by her contribution to the school is now left wondering whether to remain or leave the school. à ¢Ã¢â€š ¬Ã‚ ¦ As for the case of the faculty stuck in the middle, the fundamental issue is how to address conflicts when dealing with limited resources create a conflict between individuals and different groups of faculty members. To start with, the new direction of the deanship as to focus on income generating centers, that is the clinical practice whereby additional income may be generated, and reducing expenses may sound crystal clear. How ever, this decision as the case implies was neither communicated nor transparently conveyed to all stakeholders , in specific all faculty members regardless of their track. This major flaw in Leadership and management is the source of rift that created the conflicts between the school faculty members. To epitomize, the new strategy proposed stirred up the differences between the tenure and clinical tracks members. On one hand, those in tenure found their counterpart would more benefit from incentives from the practice of dentistry, while themselves are imposed limitations for one day practice. On the other side, the clinical members raised the issue of compensation gap between both tracks, and the less flexible weekly schedule. The perception of unfair practice could have been avoided, if for example the leadership encouraged open communication, being transparent about the reason of change, and encourage all members to discuss freely among them. Instead, they have list ened to each individually. Hence, what appeared to be a positive conflict, that is enabling recruitment of clinical track at low base salary with higher incentives from practice, have resulted in negative conflict by the different perception of inequality that both team have held on each other. Addressing these conflicts after its occurrence, may be harder and perhaps a better way to avoid it was to accommodate it as the case study showed that Dr. Middleman had nothing to offer except to listening- that is accommodating à ¢Ã¢â€š ¬Ã¢â‚¬Å" and was forced to deal with non-cooperative team, and a vacant position in his department. In similar situations, literature suggests that dealing with complexity and managing conflicts, require finding a resolution and a compromise. This can be achieved through negotiation. It involves joining people together, agree on a fair solution à ¢Ã¢â€š ¬Ã¢â‚¬Å" à ¢Ã¢â€š ¬Ã‹Å"holding the stick in the middleà ¢Ã¢â€š ¬Ã¢â€ž ¢, make concessions and achieve compromises on both sides. Action alternatives and proposed recommendations: (word count: 650- without heading) The action alternatives proposed in Case I, an à ¢Ã¢â€š ¬Ã‹Å"up or outà ¢Ã¢â€š ¬Ã¢â€ž ¢ option cannot be the right approach. To justify the statement, we shall consider different assumptions: If Dr. Orsten, unable to cope with responsibilities, did not allocate further time to pursue requirements, demonstrate skills needed for promotion, therefore she would fail to qualify for the tenure, hence forced to go out. Moreover, if Dr. Langley with no intention to continue at the new school, also left upon his contract expiry, the result would be catastrophic. Reason is the shortage of periodontist. A better approach to overcome this negative situation would consider different ways in which the deanship may conserve their human assets. Dr. Hightower could re-negotiate an incentive plan, alleviate and balance teaching tasks. Consequently shreddin g some obligations from the frustrated member. This would enable better time management and allow opting for researches and publications. As a matter of fact, setting direction is the essence of Leadership besides aligning people, motivating and inspiring them. Accordingly, these clues could lead to a favorable situation. à ¢Ã¢â€š ¬Ã‚ ¦ From what has been advanced in Case II, Dr. Forester is set to work after hours to attain excessive requirements of the new department, obtain a positive performance review and gain a promotion. Giving no options may not be the best solution. Simply because what has worked for Dr. Marino may not work for Dr. Forester, i.e. due to her personal family situation, she might not be able to commit to additional late night working hours. A better approach to tackle the situation, is reconsidering other clinical members who may willingly be interested in this department, and match the traits of Dr. Marino, i.e. sharp with no familial obliga tions. Moreover, exploit Dr. Foresterà ¢Ã¢â€š ¬Ã¢â€ž ¢s capabilities and skills that was found useful and needed in restorative department. The focus here will be on keeping all staff motivated, feeling secure and appreciated. One way to measure effectiveness of the Leaders is how well they manage to ensure harmony among their staff while maintaining the direction towards achieving objectives derived from the mission. à ¢Ã¢â€š ¬Ã‚ ¦ When reviewing case III, addressing limited resources via proposal of recruiting clinical members at lower salary base with higher incentive plan for dentistry practice, may not yield to wishful result. This has created conflicts between different groups. Accordingly, consequences could be catastrophic if a contingency plan is not initiated to contain this rift. An alternative approach is to consider what explicitly was mentioned within case abstract, à ¢Ã¢â€š ¬Ã¢â‚¬Å" à ¢Ã¢â€š ¬Ã‹Å"having transparent, open communication and confronta tionà ¢Ã¢â€š ¬Ã¢â€ž ¢ but under the leadership guidance. Instead of avoidance, the best strategy could be a collaborative approach. By transparently considering the whole package of benefits in front of all concerned, considering all factors such as years of tenure and experiences as well as other benefits openly would help bridging the gap and perhaps reaching agreement on sharing incentives adequately between tracks. In short, the school would need both team to achieve its mission. Subsequently, it needs to address incentive sharing generated by the additional income, then flexibility given to both parties, which would lead to a perception of equality. Furthermore, the committee should include an equal ratio from both sides. Conclusions list with explanation: (word count 310 à ¢Ã¢â€š ¬Ã¢â‚¬Å" excluding headings) To manage people requires more than aligning interests of individuals with the faculty expectations. Empathy and financial motivation are not conclusive in d ealing with change. Additionally, changes are part of our daily life and successful leaders shall always consider all possibilities and not be limited to what is set. In fact, the simple scheme of management skill as presented by Robert L. Katz (1986), include a related part of conceptual skills, and involves visualizing the enterprise as a whole. That is considering the relationships between its various parts, understand interdependence of human asset and recognizes that changes in once part impact other parts. Furthermore, when managing a new department implies transferring human resource, it is very essential to understand individualsà ¢Ã¢â€š ¬Ã¢â€ž ¢ career expectancy, obtain feedback from their previous superior and set a clear direction to them before they move onto their new role. Failing to do so, could result in losing a well performing member, and denying opportunities for those who may be well suited for new positions. In other words, there must be an analysis o f all potential candidates that specifically fit the required job, but not making a transfer without considering consequences that result in negative conflicts among participants, as implied in case II. Finally, in order to manage a limited resource, good leaders shall consider the potential impacts of their proposed solution on all parts of the institute. An ideal change, is a solution that serve the immediate problem and have positive impact on the overall organization. Hence, a solution has to consider the different stakeholders. In other words. not only the interest of the university to be looked at alone, but also the interests of all members including the clinical and tenure track faculty members. Only then, conflicts can be avoided and potential threats from mass exodus can be eradicated, as it was demonstrated in case III. (à ¢Ã¢â€š ¬Ã‚ ¦) Reference list: Comer, Robert W. et al (2002) à ¢Ã¢â€š ¬Ã‹Å"Leadership Strategies for Department Chairs and Program Dire ctors: A case Study Approachà ¢Ã¢â€š ¬Ã¢â€ž ¢, Journal of Dental Education, vol. 66, no. 4 Drucker, Peter F. (2004) à ¢Ã¢â€š ¬Ã‹Å"What makes a good executive?à ¢Ã¢â€š ¬Ã¢â€ž ¢, Harvard Business Review, pp. 58-63 Katz, R. (1986) à ¢Ã¢â€š ¬Ã‹Å"Skills of an effective administratorà ¢Ã¢â€š ¬Ã¢â€ž ¢, Harvard Business Review, March/ April, vol. 64, issue 2, p. 198 Kotter, J.P. (1999) à ¢Ã¢â€š ¬Ã‹Å" What effective general managers really doà ¢Ã¢â€š ¬Ã¢â€ž ¢, Harvard Business Review, March/ April, vol. 77, issue 2, pp. 145-59.

Visa E-1 para comerciantes bajo tratado (import-export)

La E-1 permite a los ciudadanos de ciertos paà ­ses obtener una visa de trabajo para desarrollar o dirigir en Estados Unidos un negocio de comercio (import/export). La primera condicià ³n de la visa es pertenecer a uno de los paà ­ses con los que USA tiene un acuerdo de ese tipo. Listado de pases cuyos ciudadanos o compaas pueden solicitar una visa E-1 Hay que ser de un paà ­s con el que Estados Unidos tiene un acuerdo de comercio que permite privilegios migratorios. Son los siguientes: AlemaniaArgentinaAustraliaAustriaBà ©lgicaBoliviaBosnia-HerzegovinaBruneiCanadà ¡ChileColombiaCorea del SurCosta RicaCroaciaDinamarcaEsloveniaEspaà ±aEstoniaEtiopà ­a  FilipinasFinlandiaFranciaGreciaHolandaHondurasIrà ¡nIrlandaIsraelItaliaJapà ³nJordaniaKosovoLetoniaLiberiaLuxemburgoMacedoniaMà ©xicoMontenegroNoruegaOmà ¡nPakistà ¡nParaguayPoloniaReino UnidoSerbiaSingapurSurinamSueciaSuizaTailandiaTaiwà ¡nTogoTurquà ­aYugoslavia Otros requisitos de la visa E-1 La persona o la empresa que solicita la visa tiene que tener ya un importante intercambio comercial con Estados Unidos. No sà ³lo tiene que tratarse de bienes, sino que tambià ©n pueden ser servicios. Ademà ¡s, USA debe ser la fuente o destino de mà ¡s del 50 por ciento del total de intercambio comercial que tiene el solicitante de la visa. La relacià ³n comercial de importacià ³n/exportacià ³n debe tener un valor econà ³mico sustancial. Las leyes de inmigracià ³n no dicen exactamente cuà ¡nto, pero sà ­ que debe ser relevante. El solicitante de la visa debe tener experiencia y conocimientos de negocio suficientes para desarrollar y dirigir el negocio. Por à ºltimo, esta es una visa no inmigrante, esto quiere decir que la persona a la que se le aprueba al visa tiene que salir de Estados Unidos una vez que su visa se cancele o no se renueve. Para quines estn pensadas estas visas Para ejecutivos y gerentes de empresas. Generalmente la visa es aprobada en 4-6 semanas.  A diferencia de lo que ocurre con la visa L-1 en el caso de la E-1 no es necesario demostrar haber trabajado con la empresa por dos aà ±os antes de aplicar por el visado.   Para trabajadores esenciales o especialistas. Si bien en estos casos es mà ¡s difà ­cil obtener la aprobacià ³n.   Pero si se consigue los trà ¡mites son muy rà ¡pidos: un par de semanas en la mayorà ­a de los casos. Visas para familiares de personas con una visa E-1 El cà ³nyuge y los hijos solteros menores de 21 aà ±os pueden solicitar una visa derivada. Pueden estudiar en Estados Unidos y solicitar un permiso de trabajo enviando el formulario I-765 al Servicio de Inmigracià ³n y Ciudadanà ­a (USCIS, por sus siglas en inglà ©s) y pagando la cuota correspondiente. Para las personas interesadas en traer a sus hijos con ellos a vivir en Estados Unidos es de interà ©s familiarizarse con los puntos bà ¡sicos del sistema educativo, antes de haber llegado ya al paà ­s y tener que escolarizar a los nià ±os. Ademà ¡s, se podrà ­a solicitar la visa B para los empleados domà ©sticos del titular de una E-1. Vigencia de la visa Indefinidamente mientras se pruebe el nivel sustancial de la relacià ³n comercial entre Estados Unidos y el paà ­s del solicitante de la visa. En principio se otorga por dos aà ±os, que se puede extender en incrementos de otros dos aà ±os. Pero se puede renovar tantas veces como se necesite. Por regla general cuando el titular de la visa E-1 viaja fuera de Estados Unidos y se vuelve a ingresar se otorga automà ¡ticamente esa extensià ³n. Pero esto no sucede con su familia que tiene visado derivado y debe pedir la extensià ³n antes de que su visa actual expire. Esto es muy importante para evitar quedarse en una situacià ³n de ilegalidad migratoria. Forma jurdica para la empresa y dnde crearla Existen 10 tipos de empresa que se pueden crear. Se puede elegir la mà ¡s conveniente. Asimismo, a la hora de crear un negocio conviene tener en cuenta asuntos como el monto de los impuestos locales y estatales y tambià ©n el nivel de vida, es decir, cuà ¡nto es el costo de la vivienda, alimentacià ³n, seguro mà ©dico, transporte, etc. No todos los estados brindan las mismas condiciones para hacer negocios siendo estos los considerados como mà ¡s pro-business. En Estados Unidos hay grandes diferencias geogrà ¡ficas y las condiciones de vida pueden ser radicalmente distintas en un lugar o en otro, como demuestra este listado de las 10 ciudades mà ¡s caras y de las 10 ciudades mà ¡s baratas.  Por lo tanto antes de elegir dà ³nde crear la empresa, es de obligacià ³n asesorarse.   Otras opciones cuando la E-1 no es posible o conveniente La visa E-2 para inversià ³n incluye algunos paà ­ses no presentes en el listado de la E-1. Es una visa parecida, pero diferente. Una de las cosas que hay que tener muy claras respecto a la E-2 es cà ³mo entender la cantidad a invertir. Si ni la E-1 ni la E-2 son opciones, estas  8 posibles visas para fundar una empresa en USA (startup). Ademà ¡s, hay mà ¡s de 20 paà ­ses que permiten obtener la ciudadanà ­a y/o la residencia a cambio de una inversià ³n. Las condiciones y los precios varà ­an.   Por à ºltimo, si se tiene un mà ­nimo de medio millà ³n de dà ³lares para invertir, la visa de inmigrante EB-5 es una opcià ³n. Se obtiene una green card (tarjeta de residencia) para el inversionista y su familia. Y si se decide asentarse en los Estados Unidos ya sea temporalmente con una visa o definitivamente con una green card es muy importante conocer desde el principio temas legales, migratorios y sociales que van a hacer la vida mà ¡s fà ¡cil.    Curiosidad Los hispanos somos en la actualidad el grupo minoritario mà ¡s numeroso en los Estados Unidos.   Estas son las 10 nacionalidades de hispanos mà ¡s exitosas en Estados Unidos. Este es un artà ­culo informativo. No es asesorà ­a legal.

Should Immigration Be Limited - 823 Words

Immigration: limited or unlimited? On the subject of immigration, one student at J.E.B. Stuart High School in Falls Church, Virginia commented, we make America more interesting (Swerdlow 61). As true as these words are, the question of how much more interest should be allowed to cross our borders each year, and what exactly defines an American these days puzzle the already 281 million residents who find comfort in the freedoms of America. America is a land of immigrants, also referred to as the melting pot of the world. However, the possibility that America s kettle is over-flowing concerns its citizens and some politicians. Ideas for capping immigration have been voiced in the past, but have not been heard. While some will†¦show more content†¦In the 2000 census, ten percent of Americans were born in other countries and in 1990, 32 million US residents spoke a language other than English at home, a number that has undoubtedly risen in the past 11 years (Swerdlow 46-47) . Although America has become the land of immigrants, tolerance is not always upheld in the school scene, where teenage students are more concerned about gossip and the latest styles of hair and clothes to recognize the greater need for an open-minded society. Many immigrant students come to America and assimilate very nicely to the ways of life, mainly because they have learned to speak English. About one fifth of high school immigrant students are not even literate in their native language, making the task of learning English much harder (Swerdlow 50). Immigrant students who struggle with English often drop out because they have become discouraged or need to work in order to help support their families (Swerdlow 51). They work for eight dollars and hour or less, taking the jobs that no one actually wants; restaurant work and house keeping for example (Swerdlow 60). 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HARD Summer Music Festival Review free essay sample

My summer was filled with constant excitement and action, but not one activity can compare to the experience I had at my very first HARD Summer. HARD Summer is an annual two-day music festival that takes place the first weekend of August and features over 100 electronic and alternative acts and emerging DJs. All ages are welcome, but the majority of those that attend are young adults to mid twenties. This year’s headliners included Jack U, Dillon Francis, Disclosure, Flosstradamus, and A$AP Mob. In addition to those acts, some of my personal favorites included What So Not, The Chainsmokers, and Clockwork. This year, the festival was held at Whittier Narrows Recreation Area. Music blasts nonstop from five different stages from 12pm to 11pm. People come from all over, some even by plane, to experience what it is that makes this sold out event so memorable. I attended my first music festival, Coachella, this past April. It completely changed my experiences of how I perceive music. I believe there is something special festivals provide for you; they allow you to feel the music, to live vicariously through the music. So, you could say I’ve been a festival junkie ever since. At first, I had my doubts of attending the HARD Summer music festival because none of my best friends were going, and the HARD lineup featured exclusively electronic house music, not the diverse variety of artists like Coachella. But on August 1 (the day before HARD Summer), my friend called me saying that he’d found me a ticket on Craigslist and that all I to do was say that I was in. Unfortunately, since I decided so last minute, I was only able to buy a ticket for the first day of the festival, but that one day alone was one of the most memorable days of my life. HARD Summer provided me with a different experience than that of Coachella; it provided me with a better experience. Don’t get me wrong, I loved every harmonious moment of Coachella, but HARD showed me a different kind of love. It taught me that it doesn’t matter what artist you’re listening to, how close you are to the stage, or even how hot and tired you are. I learned to love the moment I was in with the people I shared it with, even strangers. In fact it was the kindness and friendship of the strangers I met at the festival that showed me the true meaning of PLUR (Peace, Love, Unity, Respect) – a sort of chivalry used at these festivals, which ensures an enjoyable and memorable experience for all.I had a feeling of contentment throughout the entire day. This feeling reached its peak during the last set of the day (Jack U). As soon as their music started to blare throughout the crowd, almost simultaneously, it began to rain. I remember listening to the â€Å"Revolution† remix of Flux Pavilion’s â€Å"I Can’t Stop†, reaching my arms into the sky, and letting the rain fall all over me, as if it were falling to the beat of the music. As I entered the festival, I went in with no expectations. I, of course, was an avid fan of a majority of the acts, but because my attendance was so spontaneous I never had the time to build up the hype and excitement for the festival. I think the fact that I had no expectations is what made my experience so incredible. I can still specifically remember around 8pm when Axwell started his set at the main stage (Hard Stage). To be honest, Axwell was not one of the DJs I’d come to see that day; I just ended up being at Hard Stage when his set began. Coincidentally, my group and I ran into about four other groups of people we knew; one of these groups included my older brother and his friends. Together we created a combined group of about 20. For the first and only time that day, it seemed like every single person I knew at the festival was unified and sharing the experience together. Personally, it was an extra special moment for me because I had the opportunity to share it with my brother. I closed my eyes and smiled as he laid his arm around me and we both soaked in the music together. Even though I never intended on seeing Axwell that day, he ended up being my favorite set of the entire day, not because of the music, but because of the experience. HARD Summer to me was like a dirt wonderland, emphasis on the dirt. If I had to criticize one aspect of my overall experience, the only one that comes to mind is its inconvenient location.This is was the first (and hopefully only) time that the festival was held at Whittier Narrows. In years past, it’s always been held at LA Historic Park. This year’s location seemed a bit out of the way, and it was a project to get to and from the festival. Also, the land was nothing but dirt. This meant that for the majority of the day we were choking on dust kicked up by the feet of people dancing or jumping in the crowd. Nonetheless, this didn’t stop myself, or anyone else for that matter, from having the time of our lives. In the end, we embraced the dirt and kicked it into the air with satisfaction. HARD Summer was an experience I will never forget. I recommend this festival to all, for it is one not to be missed. However, I will say that if you are not a fan of this style of music, then I do not recommend attending. HARD Summer teaches you a new appreciation for music and friends. I’m glad I made the rash decision of becoming a part of this historic event, and I cannot wait until next year’s festival.

The Absence Of Religion Nosferatu and Bram Stoker’s Dracula Essay Example

The Absence Of Religion: Nosferatu and Bram Stoker’s Dracula Paper Abstract Instead of being faithful to its primary source, the practice of adaptation results in a new form of art work in which it becomes different in some ways. Especially in the adaptation of Bram Stoker’s Dracula namely Nosferatu, it can be spotted that there is an omission of religion theme which originally exists in the novel Dracula. Thus, there is an absence of religion theme in the whole story of Nosferatu. The omission of religion theme in this case is definitely not innocent, hence it must propose a new perspective of seeing the film since the adaptation is the result of interpretation process which is done by the adapter. We will write a custom essay sample on The Absence Of Religion: Nosferatu and Bram Stoker’s Dracula specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on The Absence Of Religion: Nosferatu and Bram Stoker’s Dracula specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on The Absence Of Religion: Nosferatu and Bram Stoker’s Dracula specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Focusing on this phenomena, this paper aims to investigate the omission of religion theme in Nosferatu and discovers the implication behind it as opposed to how Dracula perceives religion through its characters. In short, the result of this research emphasizes that the omission of religion theme in Nosferatu proposes that religion doesn’t have a single meaning to human life. Key Words : Dracula, Nosferatu, film adaptation, commentary, role of religion Introduction The great popularity of Bram Stoker’s Dracula has made this novel becomes a basic inspiration to the expansion of Gothic Fiction which is starring vampire as the central character inliterary works. This novel has also fascinated so many scriptwriters and directors of films who were influenced to adapt it into the new form of art works or in other words convert it into film. Therefore, from the beginning of its publication in the late of Victorian era (1897), Bram Stoker’s Dracula has been re-created into various films with similar title or either different title, with vampires as the main idea of the stories. The various adaptations of Dracula, in some ways, serve new concept of stories since the scriptwriters and directors insert their own ideas and perspectives into the content of the film. As a result, audiences who are probably

Execute and Run Applications and Files From Delphi Code

Execute and Run Applications and Files From Delphi Code The Delphi programming language provides a quick way to write, compile, package, and deploy applications cross-platform. Although Delphi creates a graphical user interface, there are bound to be times you want to execute a program from your Delphi code. Lets say you have a database application that uses an external backup utility. The backup utility takes parameters from the  application and archives the data, while your program waits until the backup finishes. Maybe you want to open documents presented in a file list box  just by double-clicking on them  without opening the associated program first. Imagine a link label in your program that takes the user to your home page. What do you say about sending an email directly from your Delphi application through the default Windows email client program? ShellExecute To launch an application or execute a file in a Win32 environment, use the ShellExecute Windows API function. Check out the help on ShellExecute for a  full description of parameters and error codes returned. You can open any document without knowing which program is associated with it- the link is defined in the Windows Registry. Here are some shell examples.   Run Notepad uses ShellApi;...ShellExecute(Handle, open,c:\Windows\notepad.exe, nil, nil, SW_SHOWNORMAL) ; Open SomeText.txt With Notepad ShellExecute(Handle,open,c:\windows\notepad.exe,c:\SomeText.txt, nil, SW_SHOWNORMAL) ; Display the Contents of the "DelphiDownload" Folder ShellExecute(Handle,open, c:\DelphiDownload, nil, nil, SW_SHOWNORMAL) ; Execute a File According to Its Extension ShellExecute(Handle, open, c:\MyDocuments\Letter.doc,nil,nil,SW_SHOWNORMAL) ; Heres how to find an application associated with an extension. Open a Website or a *.htm File With the Default Web Explorer ShellExecute(Handle, open,http://delphi.about.com,nil,nil, SW_SHOWNORMAL) ; Send an Email With the Subject and the Message Body var em_subject, em_body, em_mail : string;begin em_subject : This is the subject line; em_body : Message body text goes here; em_mail : mailto:delphiaboutguide.com?subject em_subject body em_body ; ShellExecute(Handle,open, PChar(em_mail), nil, nil, SW_SHOWNORMAL) ;end; Heres how to send an email with the attachment. Execute a Program and Wait Until It Finishes The following example uses the ShellExecuteEx API function. // Execute the Windows Calculator and pop up// a message when the Calc is terminated.uses ShellApi;...var SEInfo: TShellExecuteInfo; ExitCode: DWORD; ExecuteFile, ParamString, StartInString: string;begin ExecuteFile:c:\Windows\Calc.exe; FillChar(SEInfo, SizeOf(SEInfo), 0) ; SEInfo.cbSize : SizeOf(TShellExecuteInfo) ; with SEInfo do begin fMask : SEE_MASK_NOCLOSEPROCESS; Wnd : Application.Handle; lpFile : PChar(ExecuteFile) ;{ParamString can contain theapplication parameters.}// lpParameters : PChar(ParamString) ;{StartInString specifies thename of the working directory.If ommited, the current directory is used.}// lpDirectory : PChar(StartInString) ; nShow : SW_SHOWNORMAL; end; if ShellExecuteEx(SEInfo) then begin repeat Application.ProcessMessages; GetExitCodeProcess(SEInfo.hProcess, ExitCode) ; until (ExitCode STILL_ACTIVE) or Application.Terminated; ShowMessage(Calculator terminated) ; end else ShowMessage(Error starting Calc!) ;end;