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attached – 2 years ago **files (1)** – ## Theminimumlengthforeachofyo.docx **## Theminimumlengthforeachofyo.docx** The minimum length for each of your replies to classmates in order to earn any credit is 150 words. Rachel B: PART A. Karl Marx discusses class, social relationships, and the idyllic, c…

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attached

– 2 years ago

**files (1)**

– ## Theminimumlengthforeachofyo.docx

**## Theminimumlengthforeachofyo.docx**

The minimum length for each of your replies to classmates in order to earn any credit is 150 words.

Rachel B:

PART A.

Karl Marx discusses class, social relationships, and the idyllic, communist society moving forward. In Marxism, a capitalistic society was plagued with class inequality (not unlike preceding societies), however, “capitalism is an economic and social system that fetters—chains—human creativity and locks science, technology, and human labour into the narrow prison cell of private profit,” (Garner and Hancock, 2014, p. 80). All while also providing the lure of scientific advancement, material abundance, and the possibility of leaving behind traditional inequalities, it never delivers on this due to the gaping level of owners of productions versus workers. The Communist Manifesto spoke deeply about class conflict and how in previous societies, class conflict often led to the complete breakdown of the structure or the lower class taking over, creating a new mode of production and social order. An important aspect of class conflict lies with the bourgeoisie, even stating that “The bourgeoisie has played a most revolutionary role in history,” (Garner and Hancock, 2014, p. 85). This important social class, originally deriving from the Middle Ages, is “the capitalist class, the class of owners of capitalist enterprises, seen as a political and cultural as well as an economic force,” (Garner and Hancock, 2014, p. 81), and rose along with economic force. The manifesto states that today's bourgeoisie class “has not done away with class antagonism. It has but established new classes, new conditions of oppression, new forms of struggle in place of the old ones,” (Garner and Hancock, 2014, p. 84), but instead created a two-class system. This new system consists of the upper bourgeois and the lower proletarians, who are “a class of laborers, who live only so long as they find work, and who find work only so long as their labor increases capital (Garner and Hancock, 2014, p. 88). The newfound and mighty bourgeoisie have accused Marx of taking away the respect or awe of once high roles such as doctors or scientists, only leaving them as a means to be filled by paid wage laborers. Essentially, ripping away any sentimental value a job had before and leaving only the aspect of money to be desired. Knowing this, the bourgeoisie cannot exist without the constant need for a new market, pushing them to move around the world establishing new markets for greed. In the search for new markets and profit, the proletarians are left exploited like a commodity. With the increasing industry, the proletariat workers are rising in numbers and strength, allowing for conditions of life to become more equal within the class. In the same breath, machinery is also developing and extinguishing manual labor, prices are rising and competition is more fierce, reducing wages for the proletarians and making life even more unstable. The “collisions between individual workmen and individual bourgeois take more and more the character of collisions between two classes,” (Garner and Hancock, 2014, p. 89), pushing the workers to form unions, sometimes resulting in a victorious riot. The bourgeois fear these uprisings and the proletariat fight for stable wages, the cycle and tension continue as a select few of the proletariat section leave to join the revolution.

Marxism also suggests social and cultural interplay resulted in a capitalistic structure. Marx and Engels saw that “Social relationships between people, including economic relationships, construct a society. Our consciousness does not arise out of thin air; ideas reflect the experiences of acting and interaction in the context of these relationships,” (Garner and Hancock, 2014, p. 80). Essentially, our thoughts and ideas make our society and with that knowledge, we are free to create a new one. Marxism also suggested that small acts and changes can result in a large crisis and finally, social transformation. This idea, deriving from a dialectical model demonstrated that these tiny changes in behavior, habits, and other aspects of social behavior are “powerful enough to be termed a revolution,” (Garner and Hancock, 2014, p. 81). Human relationships (including the structure of professions and family) are organized around the capitalist mindset but can change in the future if we so decide to change it. I thought it was an important connecting idea of how Marxism believes we can arrive at the Communist revolution.

Finally, Marxism outlines the proper way to attain a communist society. First, it’s important to note both writers were reluctant to give a sharp idea of what Communism would look like, hesitant to play into a fantasy that is often associated with a post-capitalist society magically appearing rather than small changes over time. Instead, Marx and Engel pushed the notion that “communism was a type of society that could be achieved only through a long, organized, political struggle that had to confront the realities of capitalist society,” (Garner and Hancock, 2014, p. 82). Therefore, allowing this struggle to shape the post-capitalist society where it lies still as a “ stage of socialism, still characterized by a state (a central coercive institution of political power), a division of labour, and a principle of social distribution,” (Garner and Hancock, 2014, p. 82) based on needs. Essentially, socialism gives rewards based on talent and not capitalistic ownership allowing class to dissipate but social roles to still exist. Moreover, Communism would seek a need-based distribution of goods rather than what each person brings in value, “the link between work and livelihood would be completely severed, ending the very notion of work itself,” (Garner and Hancock, 2014, p. 82). Marx and Engels sought a Communist future of not equality but complete differentiation where individuals are valued for uniqueness and not social roles or labour. Communism (according to the authors) would mean “a complete breakdown of the division of labour. Communism means that the division between mental and manual labour is completely overcome. Communism means that we can do what we would like to do without ever being labeled in terms of social roles or Categories,” (Garner and Hancock, 2014, p. 82). All restricting social roles and specializations disappear.

Overall, the authors argue that humanity can drop these predisposed social rules, roles, and capitalistic society, as we are what we perceive ourselves as.

**PART B**

The ever-growing bourgeoisie found a new market in the newly discovered America, allowing for further trade and development to maintain status. As production and market grew, so did the bourgeoisie, “each step in the development of the bourgeoisie was accompanied by a corresponding political advance of that class,” (Garner and Hancock, 2014, pg. 85). Originally an oppressed class during the middle ages, the bourgeoisie became an independent party during medieval times, eventually continuing to grow until today. Now, “the bourgeoisie has at last, since the establishment of modern industry and of the world market, conquered for itself, in the modern representative state, exclusive political sway. The executive of the modern state is but a committee for managing the common affairs of the whole bourgeoisie,” (Garner and Hancock, 2014, pg. 85). Now with the set up with free trade, the bourgeoisie class has been accused of exploitation of the working class, stripping away the honor of a role such as doctor and creating social/ family dynamics that we know today, that work not for the joy or pleasure but solely as a commodity. Essentially the newfound class dynamic in America’s society today, allows the bourgeoisie (production owners) to control production and market, putting profit over social beings. A history of exploitation, overconsumption, and capitalistic values can be seen today in modern American society. For example, in
**The Excessive Nature of Overconsumption in American Culture,** classism between the bourgeoisie and proletariat is present today, “our society’s culture defines American success as getting promoted to a position high enough that one can make enough money to purchase a big house in the suburbs, add a few cars, and have an annual family vacation,” (Woolums, 2023). Essentially reinstating what Marxism had said about the proletariat those who work to service or for the very basics. In terms of overproduction, social media has had a large role as the proletariat looks for more capitalistic goals to reach and continue the cycle of exploitation working under the bourgeoisie, “nearly everything is capitalized on, giving us a concept initially coined by Herbert A. Simon in the 1960s known as
[the attention economyLinks to an external site.](https://www.un.org/sites/un2.un.org/files/attention_economy_feb.pdf),” (Woolums, 2023).

Social relationships as defined by Marxism can also bring insight into modern American society today. As defined by Marxism, social relationships such as economics are what build the framework for society. Knowing that, our thoughts and ideas are also capable of creating a new society such as a communist one envisioned by Marx. As we collectively become more self-aware, we see the uprising of the proletariat, “The proletarian movement is the self-conscious, independent movement of the immense majority, in the interest of the immense majority,” (Garner and Hancock, 2014, pg. 91). The modern uprising is exemplified today in protests for wage increases, benefits or unionized work (as seen recently with Starbucks.) So why haven’t workers united and pushed back against capitalism? Simply put, we remain pitted against each other. “As much as workers under capitalism have common interests, we are all also competitors for jobs. We compete for jobs in a dog-eat-dog marketplace,” (Woods, 2017). As the proletariats remain the working class, fighting amongst themselves, they also remain powerless in terms of politics to bring “much of working-class struggle has moved into the arena of political struggle – fighting for government policies that spend more on peoples’ needs and for taxing the rich,” (Woods, 2017). Overall, social relationships can provide great insight into how to change the system today.

By demonstrating the importance of social roles, labor division, and class inequality, Marx and Engel showcase the importance of a fundamental change to our modern-day system. To understand and apply to our current state we must understand that “capitalism, we must see it in its historical context—things have not always been this way—rather than as a universal condition as Smith assumes. Capitalism is, instead, a specific historical form of social arrangements, not the natural state of affairs,” (Garner and Hancock, 2014, pg. 98). Marx believed that understanding the structure of Capitalism was the only way to understand the economy not as separate from social relations but growing alongside it. However, it’s important to note as the proletariat continues to rise, social relationships and ideologies are changing in America, “large numbers of Americans, mostly young, displayed a new interest in socialist ideas, values and policy proposals,” (Isserman, 2024). A growing number of Americans are becoming increasingly dissatisfied with the current American state of capitalism. The Marxist idea of communism allows those who wish to see change to have an alternative route, albeit a slow one.

CITATIONS

Garner, R. & Hancock, B. H. (2014).
_Social theory a reader: Continuity and confrontation_(3rd ed.). University of Toronto Press.

Isserman, M. (2024, May 16).
_I spent years studying American communism. Here’s what I learned_. The Guardian.
[https://www.theguardian.com/commentisfree/article/2024/may/16/american-communism-historyLinks to an external site.](https://www.theguardian.com/commentisfree/article/2024/may/16/american-communism-history%EE%88%84)

Roberta Woods. (2017.).
_The working class in contemporary capitalism_. CPUSA.
[https://www.cpusa.org/article/the-working-class-in-contemporary-capitalism/Links to an external site.](https://www.cpusa.org/article/the-working-class-in-contemporary-capitalism/)

Woolums, L. (2023, October 24).
_The excessive nature of overconsumption in American culture_. UAB Institute for Human Rights Blog.
[https://sites.uab.edu/humanrights/2023/10/24/the-excessive-nature-of-overconsumption-in-american-culture/](https://sites.uab.edu/humanrights/2023/10/24/the-excessive-nature-of-overconsumption-in-american-culture/)

Alan F:

A.

One of the key Karl Marx ideas is the thought that there are clear distinctions between the bourgeoisie (the elite capitalist upper class) and the proletariat (the hard-working lower class) (Garner & Hancock, 2014, p.40). In Marx’s most well known writing, The Communist Manifesto, he describes the bourgeoisie as egotistical, shameless, exploitative, subjugating, greedy, etc. (Garner & Hancock, 2014, p. 43). On the opposite side of the bourgeoisie is the proletariat, which he describes as “revolutionary class”, a commodity to the bourgeoisie, slaves, “organized like soldiers”, but strong when organized (Garner & Hancock, 2014, p. 44).

Another one of Marx’s ideas comes from his writing in The German Ideology where he offers clear distinctions between the ruling class and intellectuals (Garner & Hancock, 2014, p. 46). Marx argues that historians have classified intellectuals as the “creative sector” of the ruling class but this is inaccurate (Garner & Hancock, 2014, p. 46). Marx expands on this by claiming that intellectuals “create and propagate ideology” but don’t contribute a means of production (Garner & Hancock, 2014, p. 46). Therefore, Marx is stating that intellectuals only assist in the knowledge and understanding of how things work in German society (Garner & Hancock, 2014, p. 46).

Lastly, and a third idea of Karl Marx comes from his writing in Economic and Philosophic Manuscripts where he highlights the connection between labor and humanity (Garner & Hancock, 2014, p. 53). Here Marx makes a point to state that humans define their identity through their labor (Garner & Hancock, 2014, p. 48). Therefore, Marx is proposing that our labor “allows us to develop ourselves” into a defined capitalist commodity that has purpose (Garner & Hancock, 2014, p. 48). However, Marx goes on by emphasizing that this purpose in labor alienates human beings from a productive social life, relationships, and human nature (Garner & Hancock, 2014, p. 48).

B.

Karl Marx’s proletariat and bourgeoisie classes still have applicable roles in America capitalism. However, Marx’s unique categorizations weren’t always as clear cut to other intellectuals of his time. For instance, W.E.B. Du Bois’s writings in Black Reconstruction defines two types of proletariats: the black and white (Thompson, 2016, paras 4-5). Du Bois defines the the black proletariat as separate from the white proletariat and that the black proletariat suffers more by the white proletariat than the capitalist bourgeoisie (W.E.B. Du Bois, 1935, p. 375). While competing for labor Du Bois argues that the white proletariat deprives the black proletariat the same resources (such as education), civil rights (voting), and resources (adequate housing) for their labor (W.E.B. Du Bois, 1935, p. 375).

According to Communist Party USA (CPUSA) the ruling class in the United States is “one of the most controlling, entrenched capitalist ruling classes ever.” (Waters, 2022, para. 4). CPUSA claims that the intellectuals still appeal to both classes but the ruling class inhibits the pursuit of higher education opportunities due to “people being impoverished” after getting this higher education (Waters, 2022, para. 36). This prevents “innovation and creativity” because Americans feel compelled to remain in the workforce to pay off student loans (Waters, 2022, para. 36). Therefore, higher education doesn't serve as the "creative sector" that Marx envisioned (Garner & Hancock, 2014, p. 46).

Karl Marx’s viewed that labor movements had an influence on slavery in the United States. Marx thought that the Civil War would help the working class and chastised the “slavocrats” of the south (Wills, 2017, para. 4). Marx argued that he was a “ardent abolitionist” and that the southern states advocating for state’s rights and tariffs was a tactic employed by the south to bolster chattel slavery (Wills, 2017, para. 4). He felt the end of slavery would also help limit “wage slavery” of the working class after the war’s end (Wills, 2017, para. 6). Overall, Marx did have impressive foresight into the development of the civil war and how it would play out for slaves and working class Americans. This foresight would eventually lead to the civil rights and labor movements of the twenty century and have a profound impact on the United States working class through policies, laws, and labor unions still used today.

References:

Du Bois, W. E. B., (1935). Black Reconstruction : An Essay toward a History of the Part Which Black Folk Played in the Attempt to Reconstruct Democracy in America, 1860-1880. New York: Harcourt, Brace, and Company

Garner, R. & Hancock, B. H. (2014). Social theory a reader: Continuity and confrontation (3rd ed.). University of Toronto Press

Thompson, P. J. (2016). Capitalism, Democracy, and Du Bois’s Two Proletariats. Social Science Research Council.
[https://items.ssrc.org/reading-racial-conflict/capitalism-democracy-and-du-boiss-two-proletariats/Links to an external site.](https://items.ssrc.org/reading-racial-conflict/capitalism-democracy-and-du-boiss-two-proletariats/)

Waters, A. (2022). How the ruling class does it: 7 strategies to stay in power. Communist Party USA.
[https://www.cpusa.org/article/how-the-ruling-class-does-it-7-strategies-to-stay-in-power/Links to an external site.](https://www.cpusa.org/article/how-the-ruling-class-does-it-7-strategies-to-stay-in-power/)

Wills, M. (2017). How the American Civil War Shaped Marxism. JSTOR Daily.
[https://daily.jstor.org/how-the-](https://daily.jstor.org/how-the-american-civil-war-shaped-marxism/)

**## Theminimumlengthforeachofyo.docx**

The minimum length for each of your replies to classmates in order to earn any credit is 150 words.

Rachel B:

PART A.

Karl Marx discusses class, social relationships, and the idyllic, communist society moving forward. In Marxism, a capitalistic society was plagued with class inequality (not unlike preceding societies), however, “capitalism is an economic and social system that fetters—chains—human creativity and locks science, technology, and human labour into the narrow prison cell of private profit,” (Garner and Hancock, 2014, p. 80). All while also providing the lure of scientific advancement, material abundance, and the possibility of leaving behind traditional inequalities, it never delivers on this due to the gaping level of owners of productions versus workers. The Communist Manifesto spoke deeply about class conflict and how in previous societies, class conflict often led to the complete breakdown of the structure or the lower class taking over, creating a new mode of production and social order. An important aspect of class conflict lies with the bourgeoisie, even stating that “The bourgeoisie has played a most revolutionary role in history,” (Garner and Hancock, 2014, p. 85). This important social class, originally deriving from the Middle Ages, is “the capitalist class, the class of owners of capitalist enterprises, seen as a political and cultural as well as an economic force,” (Garner and Hancock, 2014, p. 81), and rose along with economic force. The manifesto states that today's bourgeoisie class “has not done away with class antagonism. It has but established new classes, new conditions of oppression, new forms of struggle in place of the old ones,” (Garner and Hancock, 2014, p. 84), but instead created a two-class system. This new system consists of the upper bourgeois and the lower proletarians, who are “a class of laborers, who live only so long as they find work, and who find work only so long as their labor increases capital (Garner and Hancock, 2014, p. 88). The newfound and mighty bourgeoisie have accused Marx of taking away the respect or awe of once high roles such as doctors or scientists, only leaving them as a means to be filled by paid wage laborers. Essentially, ripping away any sentimental value a job had before and leaving only the aspect of money to be desired. Knowing this, the bourgeoisie cannot exist without the constant need for a new market, pushing them to move around the world establishing new markets for greed. In the search for new markets and profit, the proletarians are left exploited like a commodity. With the increasing industry, the proletariat workers are rising in numbers and strength, allowing for conditions of life to become more equal within the class. In the same breath, machinery is also developing and extinguishing manual labor, prices are rising and competition is more fierce, reducing wages for the proletarians and making life even more unstable. The “collisions between individual workmen and individual bourgeois take more and more the character of collisions between two classes,” (Garner and Hancock, 2014, p. 89), pushing the workers to form unions, sometimes resulting in a victorious riot. The bourgeois fear these uprisings and the proletariat fight for stable wages, the cycle and tension continue as a select few of the proletariat section leave to join the revolution.

Marxism also suggests social and cultural interplay resulted in a capitalistic structure. Marx and Engels saw that “Social relationships between people, including economic relationships, construct a society. Our consciousness does not arise out of thin air; ideas reflect the experiences of acting and interaction in the context of these relationships,” (Garner and Hancock, 2014, p. 80). Essentially, our thoughts and ideas make our society and with that knowledge, we are free to create a new one. Marxism also suggested that small acts and changes can result in a large crisis and finally, social transformation. This idea, deriving from a dialectical model demonstrated that these tiny changes in behavior, habits, and other aspects of social behavior are “powerful enough to be termed a revolution,” (Garner and Hancock, 2014, p. 81). Human relationships (including the structure of professions and family) are organized around the capitalist mindset but can change in the future if we so decide to change it. I thought it was an important connecting idea of how Marxism believes we can arrive at the Communist revolution.

Finally, Marxism outlines the proper way to attain a communist society. First, it’s important to note both writers were reluctant to give a sharp idea of what Communism would look like, hesitant to play into a fantasy that is often associated with a post-capitalist society magically appearing rather than small changes over time. Instead, Marx and Engel pushed the notion that “communism was a type of society that could be achieved only through a long, organized, political struggle that had to confront the realities of capitalist society,” (Garner and Hancock, 2014, p. 82). Therefore, allowing this struggle to shape the post-capitalist society where it lies still as a “ stage of socialism, still characterized by a state (a central coercive institution of political power), a division of labour, and a principle of social distribution,” (Garner and Hancock, 2014, p. 82) based on needs. Essentially, socialism gives rewards based on talent and not capitalistic ownership allowing class to dissipate but social roles to still exist. Moreover, Communism would seek a need-based distribution of goods rather than what each person brings in value, “the link between work and livelihood would be completely severed, ending the very notion of work itself,” (Garner and Hancock, 2014, p. 82). Marx and Engels sought a Communist future of not equality but complete differentiation where individuals are valued for uniqueness and not social roles or labour. Communism (according to the authors) would mean “a complete breakdown of the division of labour. Communism means that the division between mental and manual labour is completely overcome. Communism means that we can do what we would like to do without ever being labeled in terms of social roles or Categories,” (Garner and Hancock, 2014, p. 82). All restricting social roles and specializations disappear.

Overall, the authors argue that humanity can drop these predisposed social rules, roles, and capitalistic society, as we are what we perceive ourselves as.

**PART B**

The ever-growing bourgeoisie found a new market in the newly discovered America, allowing for further trade and development to maintain status. As production and market grew, so did the bourgeoisie, “each step in the development of the bourgeoisie was accompanied by a corresponding political advance of that class,” (Garner and Hancock, 2014, pg. 85). Originally an oppressed class during the middle ages, the bourgeoisie became an independent party during medieval times, eventually continuing to grow until today. Now, “the bourgeoisie has at last, since the establishment of modern industry and of the world market, conquered for itself, in the modern representative state, exclusive political sway. The executive of the modern state is but a committee for managing the common affairs of the whole bourgeoisie,” (Garner and Hancock, 2014, pg. 85). Now with the set up with free trade, the bourgeoisie class has been accused of exploitation of the working class, stripping away the honor of a role such as doctor and creating social/ family dynamics that we know today, that work not for the joy or pleasure but solely as a commodity. Essentially the newfound class dynamic in America’s society today, allows the bourgeoisie (production owners) to control production and market, putting profit over social beings. A history of exploitation, overconsumption, and capitalistic values can be seen today in modern American society. For example, in
**The Excessive Nature of Overconsumption in American Culture,** classism between the bourgeoisie and proletariat is present today, “our society’s culture defines American success as getting promoted to a position high enough that one can make enough money to purchase a big house in the suburbs, add a few cars, and have an annual family vacation,” (Woolums, 2023). Essentially reinstating what Marxism had said about the proletariat those who work to service or for the very basics. In terms of overproduction, social media has had a large role as the proletariat looks for more capitalistic goals to reach and continue the cycle of exploitation working under the bourgeoisie, “nearly everything is capitalized on, giving us a concept initially coined by Herbert A. Simon in the 1960s known as
[the attention economyLinks to an external site.](https://www.un.org/sites/un2.un.org/files/attention_economy_feb.pdf),” (Woolums, 2023).

Social relationships as defined by Marxism can also bring insight into modern American society today. As defined by Marxism, social relationships such as economics are what build the framework for society. Knowing that, our thoughts and ideas are also capable of creating a new society such as a communist one envisioned by Marx. As we collectively become more self-aware, we see the uprising of the proletariat, “The proletarian movement is the self-conscious, independent movement of the immense majority, in the interest of the immense majority,” (Garner and Hancock, 2014, pg. 91). The modern uprising is exemplified today in protests for wage increases, benefits or unionized work (as seen recently with Starbucks.) So why haven’t workers united and pushed back against capitalism? Simply put, we remain pitted against each other. “As much as workers under capitalism have common interests, we are all also competitors for jobs. We compete for jobs in a dog-eat-dog marketplace,” (Woods, 2017). As the proletariats remain the working class, fighting amongst themselves, they also remain powerless in terms of politics to bring “much of working-class struggle has moved into the arena of political struggle – fighting for government policies that spend more on peoples’ needs and for taxing the rich,” (Woods, 2017). Overall, social relationships can provide great insight into how to change the system today.

By demonstrating the importance of social roles, labor division, and class inequality, Marx and Engel showcase the importance of a fundamental change to our modern-day system. To understand and apply to our current state we must understand that “capitalism, we must see it in its historical context—things have not always been this way—rather than as a universal condition as Smith assumes. Capitalism is, instead, a specific historical form of social arrangements, not the natural state of affairs,” (Garner and Hancock, 2014, pg. 98). Marx believed that understanding the structure of Capitalism was the only way to understand the economy not as separate from social relations but growing alongside it. However, it’s important to note as the proletariat continues to rise, social relationships and ideologies are changing in America, “large numbers of Americans, mostly young, displayed a new interest in socialist ideas, values and policy proposals,” (Isserman, 2024). A growing number of Americans are becoming increasingly dissatisfied with the current American state of capitalism. The Marxist idea of communism allows those who wish to see change to have an alternative route, albeit a slow one.

CITATIONS

Garner, R. & Hancock, B. H. (2014).
_Social theory a reader: Continuity and confrontation_(3rd ed.). University of Toronto Press.

Isserman, M. (2024, May 16).
_I spent years studying American communism. Here’s what I learned_. The Guardian.
[https://www.theguardian.com/commentisfree/article/2024/may/16/american-communism-historyLinks to an external site.](https://www.theguardian.com/commentisfree/article/2024/may/16/american-communism-history%EE%88%84)

Roberta Woods. (2017.).
_The working class in contemporary capitalism_. CPUSA.
[https://www.cpusa.org/article/the-working-class-in-contemporary-capitalism/Links to an external site.](https://www.cpusa.org/article/the-working-class-in-contemporary-capitalism/)

Woolums, L. (2023, October 24).
_The excessive nature of overconsumption in American culture_. UAB Institute for Human Rights Blog.
[https://sites.uab.edu/humanrights/2023/10/24/the-excessive-nature-of-overconsumption-in-american-culture/](https://sites.uab.edu/humanrights/2023/10/24/the-excessive-nature-of-overconsumption-in-american-culture/)

Alan F:

A.

One of the key Karl Marx ideas is the thought that there are clear distinctions between the bourgeoisie (the elite capitalist upper class) and the proletariat (the hard-working lower class) (Garner & Hancock, 2014, p.40). In Marx’s most well known writing, The Communist Manifesto, he describes the bourgeoisie as egotistical, shameless, exploitative, subjugating, greedy, etc. (Garner & Hancock, 2014, p. 43). On the opposite side of the bourgeoisie is the proletariat, which he describes as “revolutionary class”, a commodity to the bourgeoisie, slaves, “organized like soldiers”, but strong when organized (Garner & Hancock, 2014, p. 44).

Another one of Marx’s ideas comes from his writing in The German Ideology where he offers clear distinctions between the ruling class and intellectuals (Garner & Hancock, 2014, p. 46). Marx argues that historians have classified intellectuals as the “creative sector” of the ruling class but this is inaccurate (Garner & Hancock, 2014, p. 46). Marx expands on this by claiming that intellectuals “create and propagate ideology” but don’t contribute a means of production (Garner & Hancock, 2014, p. 46). Therefore, Marx is stating that intellectuals only assist in the knowledge and understanding of how things work in German society (Garner & Hancock, 2014, p. 46).

Lastly, and a third idea of Karl Marx comes from his writing in Economic and Philosophic Manuscripts where he highlights the connection between labor and humanity (Garner & Hancock, 2014, p. 53). Here Marx makes a point to state that humans define their identity through their labor (Garner & Hancock, 2014, p. 48). Therefore, Marx is proposing that our labor “allows us to develop ourselves” into a defined capitalist commodity that has purpose (Garner & Hancock, 2014, p. 48). However, Marx goes on by emphasizing that this purpose in labor alienates human beings from a productive social life, relationships, and human nature (Garner & Hancock, 2014, p. 48).

B.

Karl Marx’s proletariat and bourgeoisie classes still have applicable roles in America capitalism. However, Marx’s unique categorizations weren’t always as clear cut to other intellectuals of his time. For instance, W.E.B. Du Bois’s writings in Black Reconstruction defines two types of proletariats: the black and white (Thompson, 2016, paras 4-5). Du Bois defines the the black proletariat as separate from the white proletariat and that the black proletariat suffers more by the white proletariat than the capitalist bourgeoisie (W.E.B. Du Bois, 1935, p. 375). While competing for labor Du Bois argues that the white proletariat deprives the black proletariat the same resources (such as education), civil rights (voting), and resources (adequate housing) for their labor (W.E.B. Du Bois, 1935, p. 375).

According to Communist Party USA (CPUSA) the ruling class in the United States is “one of the most controlling, entrenched capitalist ruling classes ever.” (Waters, 2022, para. 4). CPUSA claims that the intellectuals still appeal to both classes but the ruling class inhibits the pursuit of higher education opportunities due to “people being impoverished” after getting this higher education (Waters, 2022, para. 36). This prevents “innovation and creativity” because Americans feel compelled to remain in the workforce to pay off student loans (Waters, 2022, para. 36). Therefore, higher education doesn't serve as the "creative sector" that Marx envisioned (Garner & Hancock, 2014, p. 46).

Karl Marx’s viewed that labor movements had an influence on slavery in the United States. Marx thought that the Civil War would help the working class and chastised the “slavocrats” of the south (Wills, 2017, para. 4). Marx argued that he was a “ardent abolitionist” and that the southern states advocating for state’s rights and tariffs was a tactic employed by the south to bolster chattel slavery (Wills, 2017, para. 4). He felt the end of slavery would also help limit “wage slavery” of the working class after the war’s end (Wills, 2017, para. 6). Overall, Marx did have impressive foresight into the development of the civil war and how it would play out for slaves and working class Americans. This foresight would eventually lead to the civil rights and labor movements of the twenty century and have a profound impact on the United States working class through policies, laws, and labor unions still used today.

References:

Du Bois, W. E. B., (1935). Black Reconstruction : An Essay toward a History of the Part Which Black Folk Played in the Attempt to Reconstruct Democracy in America, 1860-1880. New York: Harcourt, Brace, and Company

Garner, R. & Hancock, B. H. (2014). Social theory a reader: Continuity and confrontation (3rd ed.). University of Toronto Press

Thompson, P. J. (2016). Capitalism, Democracy, and Du Bois’s Two Proletariats. Social Science Research Council.
[https://items.ssrc.org/reading-racial-conflict/capitalism-democracy-and-du-boiss-two-proletariats/Links to an external site.](https://items.ssrc.org/reading-racial-conflict/capitalism-democracy-and-du-boiss-two-proletariats/)

Waters, A. (2022). How the ruling class does it: 7 strategies to stay in power. Communist Party USA.
[https://www.cpusa.org/article/how-the-ruling-class-does-it-7-strategies-to-stay-in-power/Links to an external site.](https://www.cpusa.org/article/how-the-ruling-class-does-it-7-strategies-to-stay-in-power/)

Wills, M. (2017). How the American Civil War Shaped Marxism. JSTOR Daily.
[https://daily.jstor.org/how-the-](https://daily.jstor.org/how-the-american-civil-war-shaped-marxism/)

November 5, 2026
[Solved] GSCMCS

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[>Operations Management homework help](https://www.sweetstudy.com/fields/business-finance-operations-management) – 2 years ago **files (2)** – ## GSCMCS.docx – ## CaseStudy.docx **## GSCMCS.docx** The case studies are designed to provide the opportunity for you to interpret situations involving supp…

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[>Operations Management homework help](https://www.sweetstudy.com/fields/business-finance-operations-management)

– 2 years ago

**files (2)**

– ## GSCMCS.docx

– ## CaseStudy.docx

**## GSCMCS.docx**

The case studies are designed to provide the opportunity for you to interpret situations involving supply chain logistics, distribution, and warehousing, and apply the material you have read and discussed.
**In a Word document**, answer the following questions.

**Remember all of your assignments should be in APA format. Your case study analysis is due at the end of the week and should be a minimum of 3 – 4 pages.** **Question:**

·
**_As Sondra Fox, what is your analysis of the inventory problem at Covington Meters? What action would you take and why?_**

·
**_What forecasting technique would you suggest for Covington Meters?_**

·
**_What model would you suggest to determine order quantities and inventory levels?_**

·
**_What would you suggest to assist Covington Meters with resource planning?_**

Please answer the following questions based on textbook:
**Purchasing and Supply Management by:** P. Fraser Johnson

**## CaseStudy.docx**

**Case 8–3 Sondra Fox**

Page 250

As the weekly senior management team meeting concluded, Roy Hoffman, president of Covington Meters (Covington) in Cincinnati, Ohio, summarized his frustration with the company’s high levels of inventory to Sondra Fox, supply chain manager: “We missed our working capital target again this year because our inventories levels are too high. I want to see a plan to cut at least $1 million in inventory in the next six months. Keep in mind that our business plan calls for a 30 percent increase in sales next year, which will be impossible to achieve if our current four-week lead time is extended. I need you to work with Chris and Gino to prepare a plan for us to review at our meeting next Monday.”

Sondra stayed behind in the meeting room with Chris Spear, Covington’s CFO, and Gino Ricci, operations manager, as the other members of the senior management team left the room. It was Monday, January 19, and all three people had been expecting Roy to raise the problem of high inventories at the meeting. Understanding that Gino had to leave for another meeting shortly, Sondra got right to her point: “I have run some inventory reports and will get this information out to you later this morning. I suggest we set aside a couple of hours on Tuesday or Wednesday to get together and prepare a plan for the meeting next week. Let me know your availability and I will set something up.”

**COVINGTON METERS LTD.**

The transportation system for natural gas consisted of a complex network of pipelines, designed to efficiently move natural gas from its origin to where it was needed. Utilities and pipeline companies used metering systems to measure and regulate the amount of natural gas entering, exiting, and flowing through their pipeline systems. Metering requirements differed based on the diameter, pressure, and volume of the pipeline. For example, transmission pipeline networks were often large in diameter, designed to carry high volumes of natural gas compressed to as much as 1,500 pounds per square inch (psi).

Natural gas meter capacity was measured in standard cubic feet per hour (SCFH). Covington designed and manufactured rotary meters ranging in size from 600 SCFH to 56,000 SCFH. Customers were mostly gas utility companies and its products were sold and distributed in North America, Western Europe, and Asia. Although the company offered 14 standard product sizes (e.g., 600 SCFH, 1,000 SCFH, 1,500 SCFH, and 2,000 SCFH), orders were customized to customer specifications. For example, eight options were available for measuring gas flow (e.g., five mechanical and three electronic), and each meter was available in metric and imperial units. In addition, customers also specified installation requirements (e.g., pipe connections), accessories (e.g., restrictor orifice plates), and exterior shields (e.g., metal or plastic). Order sizes varied significantly, ranging from 5 to 2,000 units, and lead times were 4 weeks, compared to 8 to 12 weeks for Covington’s competitors. Prices ranged from $600 to $5,000 per meter, with an average selling price of approximately $1,250 per meter.

Covington had been acquired two years prior by a local private equity firm, when the owner and founder of the business decided to retire. The previous owner had developed a durable product, but preferred to focus sales efforts on utilities in the Midwest region. Roy Hoffman, a seasoned industry executive, was hired by the new owners with a mandate to grow the business and strengthen the management team. Each member of the senior management team, including Sondra, had joined Covington in the last two years. Company sales were $20 million in the most recent fiscal year ended April 30, compared to $14 million the previous year. Sales at Covington had doubled since the acquisition, and the five-year business plan targeted $40 million in revenues.

Manufacturing costs, including depreciation of approximately $2 million per year, were approximately 50 percent of revenues. Selling, general, and administrative (SG&A) expenses, including rent, represented about 33 percent of revenues. The company was currently carrying a high debt load, as a result of the financial structure set up by the new owner following the acquisition two years prior. As a result, interest costs were approximately $1 million per year.

Page 251

Gas utility companies placed multiyear orders with suppliers, typically for a term of three years, with volumes dependent on meter replacement forecasts. Utilities used a competitive RFQ process, with bidders prequalified based on a formal evaluation process that usually included a supplier audit. Contracts were awarded on the basis of price, usually as part of a dual sourcing arrangement. The average contract was approximately $2 million per year.

A second market segment was short lead time, or rush orders. Because most utilities did not carry large amounts of inventories, special circumstances sometimes created shortages and required fast deliveries to avoid downtime on their pipeline network. In these situations, product availability was the main criterion used in supplier selection.

Roy had been working hard, using his industry connections, during the previous two years to position Covington to compete in both market segments. However, qualifying Covington for long-term contracts was a multiyear process since most utilities had several established, qualified meter suppliers for their RFQ process. Consequently, much of Covington’s recent growth had come from rush orders. However, the sales team had made inroads with several large utilities recently for participation in bids for long-term contracts, and it was expected that this market segment would help accelerate growth in the next three years.

**PRODUCTION OPERATIONS**

Covington operated two shifts, with minimal overtime, and employed a total of 85 production workers. There were five departments in the plant: machining, painting and anodizing, subassembly, final assembly, and testing and proving. Labor efficiency in the plant averaged 85 percent, measured by actual labor hours per meter divided by standard hours per meter, and scrap costs were negligible. Connie Linn, production manager, scheduled the plant and set staffing levels. Connie reported to Gino Ricci.

Meter production involved three subassemblies: pressure body, flow module, and accessories. The pressure body included machined components, such as the housing, impellers, and head plate. Castings where ordered from local suppliers, with an average lead time of 10 to 12 weeks, and machined in-house. Flow modules measured the volume of gas as it flowed through the meter. Approximately one-half of the electronic modules were purchased from a large supplier with lead times ranging from 10 to 15 weeks at an average cost of approximately $90. Covington also offered its own branded electronic module that was assembled in-house and required the acquisition of component parts that ranged in cost from less than 10 cents each (e.g., resistors and diodes) to more than $100 each (e.g., transducers). Subassemblies for high-volume mechanical modules were sourced from a supplier in Mexico, with the balance of mechanical modules assembled in-house. Lead times from the Mexican supplier were 8 to 12 weeks. Accessories included shields, connectors, and restrictor plates. Machining for most accessories were performed in-house with raw material lead times ranging from six to eight weeks.

Reorder points for raw material components were set in Covington’s ERP system, using supplier lead times and preestablished safety stock levels. The production schedule was entered into the system, and Alex Dolan, materials planner in the supply chain group, ran a report each week and placed orders with suppliers.

Covington’s manufacturing strategy was to machine critical components in-house, such as impellers, pressure body housings, and head plates. The machining department included five computer numeric control (CNC) lathes and two CNC grinders. Sondra believed that the current capacity of the plant could support approximately $28 to $30 million in sales.

**INVENTORY REDUCTION PLAN**

Sondra received information from the sales department each month outlining pending bids and orders. This information was used to develop a forecast and place orders with suppliers. However, raw material and work-in-progress inventories had remained high, despite Sondra’s efforts to make reductions. Exhibits 1 and 2 provide inventory investments and quantities by category.

![A screenshot of a data sheet Description automatically generated](https://www.sweetstudy.com/questions/gscmcs)

![A table with numbers and text Description automatically generated](https://www.sweetstudy.com/questions/gscmcs)

Sondra described the challenges she faced balancing lead times and inventory levels:

Page 252

Long raw material lead times require that we place bets on product mix and volumes before we get orders from customers. We do our best to work with sales and production, but it is impossible to predict exactly what our customers will order and when. As a result, we end up with excess and slow-moving inventory. For example, we might expect to get an order for 100 metric 1,500 SCFH meters from a customer, but the order might come in at 85 meters spread over six months. We end up holding the surplus inventory until another order is received for a similar product.

Another problem is supplier minimum order quantities. All of our orders are built to customer specifications. Every customer has their own unique specifications, requiring special orders for everything from electronics to accessories. Using the same example for a 100-meter order, we might need special mounting plates, with a minimum order quantity of 500 pieces. As a result, we have $1.4 million in slow-moving raw material and work-in-progress inventory, which we define as inventory that has an age of more than 180 days in stock.

Page 253

Our finished goods inventory levels are nominal, usually between $150,000 and $200,000. All finished products are assembled to customer order and shipped out almost immediately. We need a plan to get our raw material and work-in-progress inventories under control. With sales increasing, the problem is only going to get worse.

## image1.png

## image2.png

**## CaseStudy.docx**

**Case 8–3 Sondra Fox**

Page 250

As the weekly senior management team meeting concluded, Roy Hoffman, president of Covington Meters (Covington) in Cincinnati, Ohio, summarized his frustration with the company’s high levels of inventory to Sondra Fox, supply chain manager: “We missed our working capital target again this year because our inventories levels are too high. I want to see a plan to cut at least $1 million in inventory in the next six months. Keep in mind that our business plan calls for a 30 percent increase in sales next year, which will be impossible to achieve if our current four-week lead time is extended. I need you to work with Chris and Gino to prepare a plan for us to review at our meeting next Monday.”

Sondra stayed behind in the meeting room with Chris Spear, Covington’s CFO, and Gino Ricci, operations manager, as the other members of the senior management team left the room. It was Monday, January 19, and all three people had been expecting Roy to raise the problem of high inventories at the meeting. Understanding that Gino had to leave for another meeting shortly, Sondra got right to her point: “I have run some inventory reports and will get this information out to you later this morning. I suggest we set aside a couple of hours on Tuesday or Wednesday to get together and prepare a plan for the meeting next week. Let me know your availability and I will set something up.”

**COVINGTON METERS LTD.**

The transportation system for natural gas consisted of a complex network of pipelines, designed to efficiently move natural gas from its origin to where it was needed. Utilities and pipeline companies used metering systems to measure and regulate the amount of natural gas entering, exiting, and flowing through their pipeline systems. Metering requirements differed based on the diameter, pressure, and volume of the pipeline. For example, transmission pipeline networks were often large in diameter, designed to carry high volumes of natural gas compressed to as much as 1,500 pounds per square inch (psi).

Natural gas meter capacity was measured in standard cubic feet per hour (SCFH). Covington designed and manufactured rotary meters ranging in size from 600 SCFH to 56,000 SCFH. Customers were mostly gas utility companies and its products were sold and distributed in North America, Western Europe, and Asia. Although the company offered 14 standard product sizes (e.g., 600 SCFH, 1,000 SCFH, 1,500 SCFH, and 2,000 SCFH), orders were customized to customer specifications. For example, eight options were available for measuring gas flow (e.g., five mechanical and three electronic), and each meter was available in metric and imperial units. In addition, customers also specified installation requirements (e.g., pipe connections), accessories (e.g., restrictor orifice plates), and exterior shields (e.g., metal or plastic). Order sizes varied significantly, ranging from 5 to 2,000 units, and lead times were 4 weeks, compared to 8 to 12 weeks for Covington’s competitors. Prices ranged from $600 to $5,000 per meter, with an average selling price of approximately $1,250 per meter.

Covington had been acquired two years prior by a local private equity firm, when the owner and founder of the business decided to retire. The previous owner had developed a durable product, but preferred to focus sales efforts on utilities in the Midwest region. Roy Hoffman, a seasoned industry executive, was hired by the new owners with a mandate to grow the business and strengthen the management team. Each member of the senior management team, including Sondra, had joined Covington in the last two years. Company sales were $20 million in the most recent fiscal year ended April 30, compared to $14 million the previous year. Sales at Covington had doubled since the acquisition, and the five-year business plan targeted $40 million in revenues.

Manufacturing costs, including depreciation of approximately $2 million per year, were approximately 50 percent of revenues. Selling, general, and administrative (SG&A) expenses, including rent, represented about 33 percent of revenues. The company was currently carrying a high debt load, as a result of the financial structure set up by the new owner following the acquisition two years prior. As a result, interest costs were approximately $1 million per year.

Page 251

Gas utility companies placed multiyear orders with suppliers, typically for a term of three years, with volumes dependent on meter replacement forecasts. Utilities used a competitive RFQ process, with bidders prequalified based on a formal evaluation process that usually included a supplier audit. Contracts were awarded on the basis of price, usually as part of a dual sourcing arrangement. The average contract was approximately $2 million per year.

A second market segment was short lead time, or rush orders. Because most utilities did not carry large amounts of inventories, special circumstances sometimes created shortages and required fast deliveries to avoid downtime on their pipeline network. In these situations, product availability was the main criterion used in supplier selection.

Roy had been working hard, using his industry connections, during the previous two years to position Covington to compete in both market segments. However, qualifying Covington for long-term contracts was a multiyear process since most utilities had several established, qualified meter suppliers for their RFQ process. Consequently, much of Covington’s recent growth had come from rush orders. However, the sales team had made inroads with several large utilities recently for participation in bids for long-term contracts, and it was expected that this market segment would help accelerate growth in the next three years.

**PRODUCTION OPERATIONS**

Covington operated two shifts, with minimal overtime, and employed a total of 85 production workers. There were five departments in the plant: machining, painting and anodizing, subassembly, final assembly, and testing and proving. Labor efficiency in the plant averaged 85 percent, measured by actual labor hours per meter divided by standard hours per meter, and scrap costs were negligible. Connie Linn, production manager, scheduled the plant and set staffing levels. Connie reported to Gino Ricci.

Meter production involved three subassemblies: pressure body, flow module, and accessories. The pressure body included machined components, such as the housing, impellers, and head plate. Castings where ordered from local suppliers, with an average lead time of 10 to 12 weeks, and machined in-house. Flow modules measured the volume of gas as it flowed through the meter. Approximately one-half of the electronic modules were purchased from a large supplier with lead times ranging from 10 to 15 weeks at an average cost of approximately $90. Covington also offered its own branded electronic module that was assembled in-house and required the acquisition of component parts that ranged in cost from less than 10 cents each (e.g., resistors and diodes) to more than $100 each (e.g., transducers). Subassemblies for high-volume mechanical modules were sourced from a supplier in Mexico, with the balance of mechanical modules assembled in-house. Lead times from the Mexican supplier were 8 to 12 weeks. Accessories included shields, connectors, and restrictor plates. Machining for most accessories were performed in-house with raw material lead times ranging from six to eight weeks.

Reorder points for raw material components were set in Covington’s ERP system, using supplier lead times and preestablished safety stock levels. The production schedule was entered into the system, and Alex Dolan, materials planner in the supply chain group, ran a report each week and placed orders with suppliers.

Covington’s manufacturing strategy was to machine critical components in-house, such as impellers, pressure body housings, and head plates. The machining department included five computer numeric control (CNC) lathes and two CNC grinders. Sondra believed that the current capacity of the plant could support approximately $28 to $30 million in sales.

**INVENTORY REDUCTION PLAN**

Sondra received information from the sales department each month outlining pending bids and orders. This information was used to develop a forecast and place orders with suppliers. However, raw material and work-in-progress inventories had remained high, despite Sondra’s efforts to make reductions. Exhibits 1 and 2 provide inventory investments and quantities by category.

![A screenshot of a data sheet Description automatically generated](https://www.sweetstudy.com/questions/gscmcs)

![A table with numbers and text Description automatically generated](https://www.sweetstudy.com/questions/gscmcs)

Sondra described the challenges she faced balancing lead times and inventory levels:

Page 252

Long raw material lead times require that we place bets on product mix and volumes before we get orders from customers. We do our best to work with sales and production, but it is impossible to predict exactly what our customers will order and when. As a result, we end up with excess and slow-moving inventory. For example, we might expect to get an order for 100 metric 1,500 SCFH meters from a customer, but the order might come in at 85 meters spread over six months. We end up holding the surplus inventory until another order is received for a similar product.

Another problem is supplier minimum order quantities. All of our orders are built to customer specifications. Every customer has their own unique specifications, requiring special orders for everything from electronics to accessories. Using the same example for a 100-meter order, we might need special mounting plates, with a minimum order quantity of 500 pieces. As a result, we have $1.4 million in slow-moving raw material and work-in-progress inventory, which we define as inventory that has an age of more than 180 days in stock.

Page 253

Our finished goods inventory levels are nominal, usually between $150,000 and $200,000. All finished products are assembled to customer order and shipped out almost immediately. We need a plan to get our raw material and work-in-progress inventories under control. With sales increasing, the problem is only going to get worse.

## image1.png

## image2.png

**## GSCMCS.docx**

The case studies are designed to provide the opportunity for you to interpret situations involving supply chain logistics, distribution, and warehousing, and apply the material you have read and discussed.
**In a Word document**, answer the following questions.

**Remember all of your assignments should be in APA format. Your case study analysis is due at the end of the week and should be a minimum of 3 – 4 pages.** **Question:**

·
**_As Sondra Fox, what is your analysis of the inventory problem at Covington Meters? What action would you take and why?_**

·
**_What forecasting technique would you suggest for Covington Meters?_**

·
**_What model would you suggest to determine order quantities and inventory levels?_**

·
**_What would you suggest to assist Covington Meters with resource planning?_**

Please answer the following questions based on textbook:
**Purchasing and Supply Management by:** P. Fraser Johnson

**## CaseStudy.docx**

**Case 8–3 Sondra Fox**

Page 250

As the weekly senior management team meeting concluded, Roy Hoffman, president of Covington Meters (Covington) in Cincinnati, Ohio, summarized his frustration with the company’s high levels of inventory to Sondra Fox, supply chain manager: “We missed our working capital target again this year because our inventories levels are too high. I want to see a plan to cut at least $1 million in inventory in the next six months. Keep in mind that our business plan calls for a 30 percent increase in sales next year, which will be impossible to achieve if our current four-week lead time is extended. I need you to work with Chris and Gino to prepare a plan for us to review at our meeting next Monday.”

Sondra stayed behind in the meeting room with Chris Spear, Covington’s CFO, and Gino Ricci, operations manager, as the other members of the senior management team left the room. It was Monday, January 19, and all three people had been expecting Roy to raise the problem of high inventories at the meeting. Understanding that Gino had to leave for another meeting shortly, Sondra got right to her point: “I have run some inventory reports and will get this information out to you later this morning. I suggest we set aside a couple of hours on Tuesday or Wednesday to get together and prepare a plan for the meeting next week. Let me know your availability and I will set something up.”

**COVINGTON METERS LTD.**

The transportation system for natural gas consisted of a complex network of pipelines, designed to efficiently move natural gas from its origin to where it was needed. Utilities and pipeline companies used metering systems to measure and regulate the amount of natural gas entering, exiting, and flowing through their pipeline systems. Metering requirements differed based on the diameter, pressure, and volume of the pipeline. For example, transmission pipeline networks were often large in diameter, designed to carry high volumes of natural gas compressed to as much as 1,500 pounds per square inch (psi).

Natural gas meter capacity was measured in standard cubic feet per hour (SCFH). Covington designed and manufactured rotary meters ranging in size from 600 SCFH to 56,000 SCFH. Customers were mostly gas utility companies and its products were sold and distributed in North America, Western Europe, and Asia. Although the company offered 14 standard product sizes (e.g., 600 SCFH, 1,000 SCFH, 1,500 SCFH, and 2,000 SCFH), orders were customized to customer specifications. For example, eight options were available for measuring gas flow (e.g., five mechanical and three electronic), and each meter was available in metric and imperial units. In addition, customers also specified installation requirements (e.g., pipe connections), accessories (e.g., restrictor orifice plates), and exterior shields (e.g., metal or plastic). Order sizes varied significantly, ranging from 5 to 2,000 units, and lead times were 4 weeks, compared to 8 to 12 weeks for Covington’s competitors. Prices ranged from $600 to $5,000 per meter, with an average selling price of approximately $1,250 per meter.

Covington had been acquired two years prior by a local private equity firm, when the owner and founder of the business decided to retire. The previous owner had developed a durable product, but preferred to focus sales efforts on utilities in the Midwest region. Roy Hoffman, a seasoned industry executive, was hired by the new owners with a mandate to grow the business and strengthen the management team. Each member of the senior management team, including Sondra, had joined Covington in the last two years. Company sales were $20 million in the most recent fiscal year ended April 30, compared to $14 million the previous year. Sales at Covington had doubled since the acquisition, and the five-year business plan targeted $40 million in revenues.

Manufacturing costs, including depreciation of approximately $2 million per year, were approximately 50 percent of revenues. Selling, general, and administrative (SG&A) expenses, including rent, represented about 33 percent of revenues. The company was currently carrying a high debt load, as a result of the financial structure set up by the new owner following the acquisition two years prior. As a result, interest costs were approximately $1 million per year.

Page 251

Gas utility companies placed multiyear orders with suppliers, typically for a term of three years, with volumes dependent on meter replacement forecasts. Utilities used a competitive RFQ process, with bidders prequalified based on a formal evaluation process that usually included a supplier audit. Contracts were awarded on the basis of price, usually as part of a dual sourcing arrangement. The average contract was approximately $2 million per year.

A second market segment was short lead time, or rush orders. Because most utilities did not carry large amounts of inventories, special circumstances sometimes created shortages and required fast deliveries to avoid downtime on their pipeline network. In these situations, product availability was the main criterion used in supplier selection.

Roy had been working hard, using his industry connections, during the previous two years to position Covington to compete in both market segments. However, qualifying Covington for long-term contracts was a multiyear process since most utilities had several established, qualified meter suppliers for their RFQ process. Consequently, much of Covington’s recent growth had come from rush orders. However, the sales team had made inroads with several large utilities recently for participation in bids for long-term contracts, and it was expected that this market segment would help accelerate growth in the next three years.

**PRODUCTION OPERATIONS**

Covington operated two shifts, with minimal overtime, and employed a total of 85 production workers. There were five departments in the plant: machining, painting and anodizing, subassembly, final assembly, and testing and proving. Labor efficiency in the plant averaged 85 percent, measured by actual labor hours per meter divided by standard hours per meter, and scrap costs were negligible. Connie Linn, production manager, scheduled the plant and set staffing levels. Connie reported to Gino Ricci.

Meter production involved three subassemblies: pressure body, flow module, and accessories. The pressure body included machined components, such as the housing, impellers, and head plate. Castings where ordered from local suppliers, with an average lead time of 10 to 12 weeks, and machined in-house. Flow modules measured the volume of gas as it flowed through the meter. Approximately one-half of the electronic modules were purchased from a large supplier with lead times ranging from 10 to 15 weeks at an average cost of approximately $90. Covington also offered its own branded electronic module that was assembled in-house and required the acquisition of component parts that ranged in cost from less than 10 cents each (e.g., resistors and diodes) to more than $100 each (e.g., transducers). Subassemblies for high-volume mechanical modules were sourced from a supplier in Mexico, with the balance of mechanical modules assembled in-house. Lead times from the Mexican supplier were 8 to 12 weeks. Accessories included shields, connectors, and restrictor plates. Machining for most accessories were performed in-house with raw material lead times ranging from six to eight weeks.

Reorder points for raw material components were set in Covington’s ERP system, using supplier lead times and preestablished safety stock levels. The production schedule was entered into the system, and Alex Dolan, materials planner in the supply chain group, ran a report each week and placed orders with suppliers.

Covington’s manufacturing strategy was to machine critical components in-house, such as impellers, pressure body housings, and head plates. The machining department included five computer numeric control (CNC) lathes and two CNC grinders. Sondra believed that the current capacity of the plant could support approximately $28 to $30 million in sales.

**INVENTORY REDUCTION PLAN**

Sondra received information from the sales department each month outlining pending bids and orders. This information was used to develop a forecast and place orders with suppliers. However, raw material and work-in-progress inventories had remained high, despite Sondra’s efforts to make reductions. Exhibits 1 and 2 provide inventory investments and quantities by category.

![A screenshot of a data sheet Description automatically generated](https://www.sweetstudy.com/questions/gscmcs)

![A table with numbers and text Description automatically generated](https://www.sweetstudy.com/questions/gscmcs)

Sondra described the challenges she faced balancing lead times and inventory levels:

Page 252

Long raw material lead times require that we place bets on product mix and volumes before we get orders from customers. We do our best to work with sales and production, but it is impossible to predict exactly what our customers will order and when. As a result, we end up with excess and slow-moving inventory. For example, we might expect to get an order for 100 metric 1,500 SCFH meters from a customer, but the order might come in at 85 meters spread over six months. We end up holding the surplus inventory until another order is received for a similar product.

Another problem is supplier minimum order quantities. All of our orders are built to customer specifications. Every customer has their own unique specifications, requiring special orders for everything from electronics to accessories. Using the same example for a 100-meter order, we might need special mounting plates, with a minimum order quantity of 500 pieces. As a result, we have $1.4 million in slow-moving raw material and work-in-progress inventory, which we define as inventory that has an age of more than 180 days in stock.

Page 253

Our finished goods inventory levels are nominal, usually between $150,000 and $200,000. All finished products are assembled to customer order and shipped out almost immediately. We need a plan to get our raw material and work-in-progress inventories under control. With sales increasing, the problem is only going to get worse.

## image1.png

## image2.png

**## GSCMCS.docx**

The case studies are designed to provide the opportunity for you to interpret situations involving supply chain logistics, distribution, and warehousing, and apply the material you have read and discussed.
**In a Word document**, answer the following questions.

**Remember all of your assignments should be in APA format. Your case study analysis is due at the end of the week and should be a minimum of 3 – 4 pages.** **Question:**

·
**_As Sondra Fox, what is your analysis of the inventory problem at Covington Meters? What action would you take and why?_**

·
**_What forecasting technique would you suggest for Covington Meters?_**

·
**_What model would you suggest to determine order quantities and inventory levels?_**

·
**_What would you suggest to assist Covington Meters with resource planning?_**

Please answer the following questions based on textbook:
**Purchasing and Supply Management by:** P. Fraser Johnson

**## CaseStudy.docx**

**Case 8–3 Sondra Fox**

Page 250

As the weekly senior management team meeting concluded, Roy Hoffman, president of Covington Meters (Covington) in Cincinnati, Ohio, summarized his frustration with the company’s high levels of inventory to Sondra Fox, supply chain manager: “We missed our working capital target again this year because our inventories levels are too high. I want to see a plan to cut at least $1 million in inventory in the next six months. Keep in mind that our business plan calls for a 30 percent increase in sales next year, which will be impossible to achieve if our current four-week lead time is extended. I need you to work with Chris and Gino to prepare a plan for us to review at our meeting next Monday.”

Sondra stayed behind in the meeting room with Chris Spear, Covington’s CFO, and Gino Ricci, operations manager, as the other members of the senior management team left the room. It was Monday, January 19, and all three people had been expecting Roy to raise the problem of high inventories at the meeting. Understanding that Gino had to leave for another meeting shortly, Sondra got right to her point: “I have run some inventory reports and will get this information out to you later this morning. I suggest we set aside a couple of hours on Tuesday or Wednesday to get together and prepare a plan for the meeting next week. Let me know your availability and I will set something up.”

**COVINGTON METERS LTD.**

The transportation system for natural gas consisted of a complex network of pipelines, designed to efficiently move natural gas from its origin to where it was needed. Utilities and pipeline companies used metering systems to measure and regulate the amount of natural gas entering, exiting, and flowing through their pipeline systems. Metering requirements differed based on the diameter, pressure, and volume of the pipeline. For example, transmission pipeline networks were often large in diameter, designed to carry high volumes of natural gas compressed to as much as 1,500 pounds per square inch (psi).

Natural gas meter capacity was measured in standard cubic feet per hour (SCFH). Covington designed and manufactured rotary meters ranging in size from 600 SCFH to 56,000 SCFH. Customers were mostly gas utility companies and its products were sold and distributed in North America, Western Europe, and Asia. Although the company offered 14 standard product sizes (e.g., 600 SCFH, 1,000 SCFH, 1,500 SCFH, and 2,000 SCFH), orders were customized to customer specifications. For example, eight options were available for measuring gas flow (e.g., five mechanical and three electronic), and each meter was available in metric and imperial units. In addition, customers also specified installation requirements (e.g., pipe connections), accessories (e.g., restrictor orifice plates), and exterior shields (e.g., metal or plastic). Order sizes varied significantly, ranging from 5 to 2,000 units, and lead times were 4 weeks, compared to 8 to 12 weeks for Covington’s competitors. Prices ranged from $600 to $5,000 per meter, with an average selling price of approximately $1,250 per meter.

Covington had been acquired two years prior by a local private equity firm, when the owner and founder of the business decided to retire. The previous owner had developed a durable product, but preferred to focus sales efforts on utilities in the Midwest region. Roy Hoffman, a seasoned industry executive, was hired by the new owners with a mandate to grow the business and strengthen the management team. Each member of the senior management team, including Sondra, had joined Covington in the last two years. Company sales were $20 million in the most recent fiscal year ended April 30, compared to $14 million the previous year. Sales at Covington had doubled since the acquisition, and the five-year business plan targeted $40 million in revenues.

Manufacturing costs, including depreciation of approximately $2 million per year, were approximately 50 percent of revenues. Selling, general, and administrative (SG&A) expenses, including rent, represented about 33 percent of revenues. The company was currently carrying a high debt load, as a result of the financial structure set up by the new owner following the acquisition two years prior. As a result, interest costs were approximately $1 million per year.

Page 251

Gas utility companies placed multiyear orders with suppliers, typically for a term of three years, with volumes dependent on meter replacement forecasts. Utilities used a competitive RFQ process, with bidders prequalified based on a formal evaluation process that usually included a supplier audit. Contracts were awarded on the basis of price, usually as part of a dual sourcing arrangement. The average contract was approximately $2 million per year.

A second market segment was short lead time, or rush orders. Because most utilities did not carry large amounts of inventories, special circumstances sometimes created shortages and required fast deliveries to avoid downtime on their pipeline network. In these situations, product availability was the main criterion used in supplier selection.

Roy had been working hard, using his industry connections, during the previous two years to position Covington to compete in both market segments. However, qualifying Covington for long-term contracts was a multiyear process since most utilities had several established, qualified meter suppliers for their RFQ process. Consequently, much of Covington’s recent growth had come from rush orders. However, the sales team had made inroads with several large utilities recently for participation in bids for long-term contracts, and it was expected that this market segment would help accelerate growth in the next three years.

**PRODUCTION OPERATIONS**

Covington operated two shifts, with minimal overtime, and employed a total of 85 production workers. There were five departments in the plant: machining, painting and anodizing, subassembly, final assembly, and testing and proving. Labor efficiency in the plant averaged 85 percent, measured by actual labor hours per meter divided by standard hours per meter, and scrap costs were negligible. Connie Linn, production manager, scheduled the plant and set staffing levels. Connie reported to Gino Ricci.

Meter production involved three subassemblies: pressure body, flow module, and accessories. The pressure body included machined components, such as the housing, impellers, and head plate. Castings where ordered from local suppliers, with an average lead time of 10 to 12 weeks, and machined in-house. Flow modules measured the volume of gas as it flowed through the meter. Approximately one-half of the electronic modules were purchased from a large supplier with lead times ranging from 10 to 15 weeks at an average cost of approximately $90. Covington also offered its own branded electronic module that was assembled in-house and required the acquisition of component parts that ranged in cost from less than 10 cents each (e.g., resistors and diodes) to more than $100 each (e.g., transducers). Subassemblies for high-volume mechanical modules were sourced from a supplier in Mexico, with the balance of mechanical modules assembled in-house. Lead times from the Mexican supplier were 8 to 12 weeks. Accessories included shields, connectors, and restrictor plates. Machining for most accessories were performed in-house with raw material lead times ranging from six to eight weeks.

Reorder points for raw material components were set in Covington’s ERP system, using supplier lead times and preestablished safety stock levels. The production schedule was entered into the system, and Alex Dolan, materials planner in the supply chain group, ran a report each week and placed orders with suppliers.

Covington’s manufacturing strategy was to machine critical components in-house, such as impellers, pressure body housings, and head plates. The machining department included five computer numeric control (CNC) lathes and two CNC grinders. Sondra believed that the current capacity of the plant could support approximately $28 to $30 million in sales.

**INVENTORY REDUCTION PLAN**

Sondra received information from the sales department each month outlining pending bids and orders. This information was used to develop a forecast and place orders with suppliers. However, raw material and work-in-progress inventories had remained high, despite Sondra’s efforts to make reductions. Exhibits 1 and 2 provide inventory investments and quantities by category.

![A screenshot of a data sheet Description automatically generated](https://www.sweetstudy.com/questions/gscmcs)

![A table with numbers and text Description automatically generated](https://www.sweetstudy.com/questions/gscmcs)

Sondra described the challenges she faced balancing lead times and inventory levels:

Page 252

Long raw material lead times require that we place bets on product mix and volumes before we get orders from customers. We do our best to work with sales and production, but it is impossible to predict exactly what our customers will order and when. As a result, we end up with excess and slow-moving inventory. For example, we might expect to get an order for 100 metric 1,500 SCFH meters from a customer, but the order might come in at 85 meters spread over six months. We end up holding the surplus inventory until another order is received for a similar product.

Another problem is supplier minimum order quantities. All of our orders are built to customer specifications. Every customer has their own unique specifications, requiring special orders for everything from electronics to accessories. Using the same example for a 100-meter order, we might need special mounting plates, with a minimum order quantity of 500 pieces. As a result, we have $1.4 million in slow-moving raw material and work-in-progress inventory, which we define as inventory that has an age of more than 180 days in stock.

Page 253

Our finished goods inventory levels are nominal, usually between $150,000 and $200,000. All finished products are assembled to customer order and shipped out almost immediately. We need a plan to get our raw material and work-in-progress inventories under control. With sales increasing, the problem is only going to get worse.

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November 5, 2026
[Solved] Executive Power

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Explain executive power – 2 years ago

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Explain executive power

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November 5, 2026
[Solved] Dr R Judy Mark 401

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November 5, 2026
[Solved] Discussion Question Week 3 NR507

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My Disease process will be Anemia Review the following client scenario: _Janessa, a 41-year-old female client, presents to the NP complaining of shortness of breath, weakness, and dizziness for “about a month.” She denies having a cough or recent illness. She has a history of endometriosis, and her …

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My Disease process will be Anemia

Review the following client scenario:

_Janessa, a 41-year-old female client, presents to the NP complaining of shortness of breath, weakness, and dizziness for “about a month.” She denies having a cough or recent illness. She has a history of endometriosis, and her physical assessment reveals her lungs are clear to auscultation bilaterally, and her mucous membranes are pale._

Answer all questions/criteria with explanations and detail.

1. Discuss the underlying pathophysiological mechanisms of your assigned disease process. Which clinical manifestations observed in Janessa’s case could be explained by the pathophysiological mechanisms?
2. Analyze Janessa’s clinical manifestations in the context of your assigned disease process. Do these findings support a diagnosis of your assigned disease process? Why or why not?
3. Identify and justify the diagnostic tests (including labs, imaging, or other diagnostic tests) that would be most appropriate for investigating a diagnosis of your assigned disease process in Janessa. What could the results of these tests look like in your assigned disease process?
4. Compare and contrast your response with a peer who was assigned a different condition. Does their condition fit Janessa’s case? Why or why not?

All Cite are a scholarly source no older than 5 years.

– 2 years ago

November 5, 2026
[Solved] Discussion Post 3-5

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Please ensure that your response cites at least two or three scholarly sources or government reports: – What threat from China do you think drives your service’s (U.S. Navy) planning documents in Module 2 the most? -references are attached -at least 265 words -attach turn it in report – 2 years ago

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Please ensure that your response cites at least two or three scholarly sources or government reports:

– What threat from China do you think drives your service’s (U.S. Navy) planning documents in Module 2 the most?

-references are attached

-at least 265 words

-attach turn it in report

– 2 years ago

November 5, 2026
[Solved] Discussion 4-4

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260-word response that addresses the following points: – What is the role of the military in shaping American foreign policy? – How is American foreign policy affecting current defense policy and military operations? – What is your biggest concern about our current foreign and/or military policy? Wh…

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260-word response that addresses the following points:

– What is the role of the military in shaping American foreign policy?
– How is American foreign policy affecting current defense policy and military operations?
– What is your biggest concern about our current foreign and/or military policy? Why?

-references are attached

-attach turn it in report

– 2 years ago

November 5, 2026
[Solved] Discussion 3-4

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Please ensure that your response cites at least three scholarly sources or government reports that are attached. Should be at least 260 words. Below are the questions: 1. Geographic commands can be organized by service (Department of the Navy, Department of the Army, and Department of the Air Force…

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Please ensure that your response cites at least three scholarly sources or government reports that are attached. Should be at least 260 words. Below are the questions:

1. Geographic commands can be organized by service (Department of the Navy, Department of the Army, and Department of the Air Force) or function (air, land, and sea). Given what you now know about the security goals of the United States, the goals of the services, and what they have now, where should the Marines be? Should they be in a naval or land-based functional command or should it depend on circumstance?

2. What material from the course supports your answer and how does it support your answer?

3. Provide an example in history that you think reflects the challenges of the day that supports your case.

-Attach turn it in report

-References:

https://www.dvidshub.net/video/584871/multi-domain-battle-building-readiness-through-relationships

https://www.defense.gov/Multimedia/Experience/Military-Units/navy/#1084.0750122070312

– 2 years ago

November 5, 2026
[Solved] MGMTW2CA

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[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management) – 2 years ago **files (2)** – ## MGMTW2CA.docx – Case2.1UnitedStatesv.Alvarez567U.S.7092012.pdf **## MGMTW2CA.docx** **Instructions** The cases are assigned based on the first letter of your last name so that …

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[>Management homework help](https://www.sweetstudy.com/fields/business-finance-management)

– 2 years ago

**files (2)**

– ## MGMTW2CA.docx

– Case2.1UnitedStatesv.Alvarez567U.S.7092012.pdf

**## MGMTW2CA.docx**

**Instructions**

The cases are assigned based on the first letter of your last name so that cases are distributed evenly. See the following table.

Each student will treat this as an individual assignment (you do not need to meet with your team). Your response should be well rounded and analytical and should not just provide a conclusion or an opinion without explaining the reason for the choice.

1. The assignment should be submitted as a PowerPoint file and should include the following slides (some questions may take more than one slide).

· Parties: Identify the plaintiff and the defendant.

· Facts: Summarize only those facts critical to the outcome of the case.

· Procedure: What was the outcome in the lower court(s)? Who brought the appeal?

· Issue: Describe the central question or questions on which the case turns.

· Explain the applicable law(s): Do some research on and explain the laws cited in the case.

· Holding: How did the court resolve the issue(s)? Who won?

· Reasoning: Explain the logic that supported the court’s decision. Why did the court come to the conclusion it did? What facts or laws affected the decision?

· Legal research: Report something you have discovered about the case, parties, or other important elements of law from your own research.

· Conclusion: Summarize the key aspects of the decision and your recommendations on the court’s ruling.

· References: Use APA style for your citations and references.

2. Research the case using the case citation in the DeVry Library under databases (select – HeinOnline), FindLaw.com, and other legal sources.

3. Research the parties and circumstances of the case itself. The following cases can also be found in the textbook.

Case is:
Case 2.1 United States v. Alvarez, 567 U.S. 709 (2012) (attached)

**Case2.1UnitedStatesv.Alvarez567U.S.7092012.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/case2-1unitedstatesv-alvarez567u-s-7092012-pdf)

**Case2.1UnitedStatesv.Alvarez567U.S.7092012.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/case2-1unitedstatesv-alvarez567u-s-7092012-pdf)

**## MGMTW2CA.docx**

**Instructions**

The cases are assigned based on the first letter of your last name so that cases are distributed evenly. See the following table.

Each student will treat this as an individual assignment (you do not need to meet with your team). Your response should be well rounded and analytical and should not just provide a conclusion or an opinion without explaining the reason for the choice.

1. The assignment should be submitted as a PowerPoint file and should include the following slides (some questions may take more than one slide).

· Parties: Identify the plaintiff and the defendant.

· Facts: Summarize only those facts critical to the outcome of the case.

· Procedure: What was the outcome in the lower court(s)? Who brought the appeal?

· Issue: Describe the central question or questions on which the case turns.

· Explain the applicable law(s): Do some research on and explain the laws cited in the case.

· Holding: How did the court resolve the issue(s)? Who won?

· Reasoning: Explain the logic that supported the court’s decision. Why did the court come to the conclusion it did? What facts or laws affected the decision?

· Legal research: Report something you have discovered about the case, parties, or other important elements of law from your own research.

· Conclusion: Summarize the key aspects of the decision and your recommendations on the court’s ruling.

· References: Use APA style for your citations and references.

2. Research the case using the case citation in the DeVry Library under databases (select – HeinOnline), FindLaw.com, and other legal sources.

3. Research the parties and circumstances of the case itself. The following cases can also be found in the textbook.

Case is:
Case 2.1 United States v. Alvarez, 567 U.S. 709 (2012) (attached)

**Case2.1UnitedStatesv.Alvarez567U.S.7092012.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/case2-1unitedstatesv-alvarez567u-s-7092012-pdf)

**## MGMTW2CA.docx**

**Instructions**

The cases are assigned based on the first letter of your last name so that cases are distributed evenly. See the following table.

Each student will treat this as an individual assignment (you do not need to meet with your team). Your response should be well rounded and analytical and should not just provide a conclusion or an opinion without explaining the reason for the choice.

1. The assignment should be submitted as a PowerPoint file and should include the following slides (some questions may take more than one slide).

· Parties: Identify the plaintiff and the defendant.

· Facts: Summarize only those facts critical to the outcome of the case.

· Procedure: What was the outcome in the lower court(s)? Who brought the appeal?

· Issue: Describe the central question or questions on which the case turns.

· Explain the applicable law(s): Do some research on and explain the laws cited in the case.

· Holding: How did the court resolve the issue(s)? Who won?

· Reasoning: Explain the logic that supported the court’s decision. Why did the court come to the conclusion it did? What facts or laws affected the decision?

· Legal research: Report something you have discovered about the case, parties, or other important elements of law from your own research.

· Conclusion: Summarize the key aspects of the decision and your recommendations on the court’s ruling.

· References: Use APA style for your citations and references.

2. Research the case using the case citation in the DeVry Library under databases (select – HeinOnline), FindLaw.com, and other legal sources.

3. Research the parties and circumstances of the case itself. The following cases can also be found in the textbook.

Case is:
Case 2.1 United States v. Alvarez, 567 U.S. 709 (2012) (attached)

**Case2.1UnitedStatesv.Alvarez567U.S.7092012.pdf**

This file is too large to display. [View in new window](https://www.sweetstudy.com/files/case2-1unitedstatesv-alvarez567u-s-7092012-pdf)

November 5, 2026
[Solved] Discussion 2: Using Spreadsheets

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Many people are familiar with the concept of spreadsheets and other people are totally terrified of them. This question can let the experienced users help the beginners, while the beginners can explain why they are beginners. Respond to **one and only one** of the following questions in a **minimum*…

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Many people are familiar with the concept of spreadsheets and other people are totally terrified of them. This question can let the experienced users help the beginners, while the beginners can explain why they are beginners.

Respond to **one and only one** of the following questions in a **minimum** of 175 words and a **maximum** of 250 words: **Deductions will be made for answering more than one prompt and for not meeting the word count.** I definitely want to focus on the majority of the class that is really "green" in terms of spreadsheet use.

Typically in this class there are **many students who are unfamiliar with spreadsheets.** If you want to discuss more sophisticated uses, wait until you are replying to a post. Responses to this question should cover only the fundamental ideas. Don't forget to answer all of the parts of the question that you choose.

1. What is one feature related to spreadsheets that you found interesting and potentially helpful to a **new** user? How can you envision using that feature? It **must** be something that was covered in the **week's reading** and **not** a feature you found somewhere else. If you are a new user, it should be something that you think will help you. If you are an experienced user, it should be a feature that you think a **new user** would use. By new user **I mean somebody who has not used a spreadsheet before,** so concepts like conditional formatting, pivot tables, and other neat tools that help the experienced user will not help a total beginner, so keep to the basics related to setting up a spreadsheet and doing elementary operations.
2. **If you have used spreadsheets before**, how have you used them? Do you have a way of using spreadsheets that might not be obvious to people? Think in particular about spreadsheet that don't make complex calculations, but end up with useful information. There are a number of ways that spreadsheets can be used which don't have anything to do with calculations. I want people to know that mathematics is not just a way of calculating, but more a way of thinking and solving problems.
3. **If you have not used spreadsheets before** why is that the case? What do you think might be a way for you to make use of them based on what we have learned about them this week? How might you teach yourself how to use a spreadsheet?

– 2 years ago

November 5, 2026