Lorraine Hansberrys A Raisin In The Sun †Freedom :: Raisin Sun essays

A Raisin in the Sun – Freedom Have you ever found money coming between you and your family and disrupting love and life? Money can destroy families and change them for the worse. In the Raisin in the Sun, the author Lorraine Hansberry, uses events of her life to relate and explain how the Younger family, of Chicago's South side, struggles and improves throughout the book. One main cause for their family's problems is because of money and how it causes anger to control the family. The play deals with situations in which the family is dealing with unhappiness from money. Walter, the man of the house in the Younger family, tries impressing Travis, his son, too much with money instead of teaching him the more important lessons of life. Walter also dreams to invest in a liquor store and make a lot of money and becomes overwhelmed and badly caught up in his dream. Lastly, the Younger family is much too dependent on the check their Mama is receiving. The family has lost the fact that their mama tries to tell them, before, freedom was life but now money seems to have the controlling factor in life. When money becomes an obsession for a family, problems occur. Walter seems to be a good father to Travis, but starts to lose control by the end of the play. When with Travis, Walter relates too much to money, instead of focusing on their family fun in life. Walter tries to impress Travis with money and thinks that teaching Travis to be rich is the happiest way to go. In the play, it shows that Travis is becoming like his father and is starting to think about money at too young of an age. In scene two in Raisin in the Sun, Travis complains to his mother, Ruth, that he wants to work so he can earn some money. His father responds by giving Travis money and trying to impress him. Walter says to Travis, "In fact, here's another fifty cents... Buy yourself some fruit today or take a taxicab to school or something!"(Page 30). It is all right to be happy with money but it shouldn't be the reason to be proud of your family.

Case Study Ryanair and Virgin Atlantic

Case Study Coursework LEADERSHIP and ORGANISATIONS BABA SDL 2012-13’B’ Virgin Atlantic and Ryanair This case examines two organisations that have many similarities as well as a number of significant differences. The essential technology and systems behind each organisation may be very similar, but the nature and style of management and its consequent impact on the way people working in these organisations think, feel and behave have created very different organisational cultures.So what are the similarities and what are the differences? The most obvious similarity is that both Virgin Atlantic and Ryanair operate in the UK passenger air transport industry. Both are relatively recent creations and might be seen as new entrants to the sector: Virgin's air transport business was founded by Richard Branson in 1984 and Michael O'Leary took over as Chief Executive at Ryanair, a small Irish airline which had been founded as Guinness Peat Aviation in 1985 (Creation, 2004).Both s tarted life in competition with major national flag carrier airlines (British Airways and Aer Lingus respectively) and grew to be major challengers to these established companies. As they grew, their scale of operations brought them into competition with a much larger number and range of airlines operating from the UK: Branson's Virgin Atlantic competes with some major US and other intercontinental companies such as American Airlines and United Airlines; O'Leary competes with the likes of Flybe and EasyJet in the short-haul market.Both Branson, who was born in 1950, and O'Leary, who is ten years younger, are individuals with strong and distinctive personalities, who have a relentless appetite for media presence and who make extensive use of themselves in their frequent marketing communications. They engage in advertising stunts, readily appear on the news media in relation to stories about the industry, and their faces and personalities are easily associated with their companies. Ch arting different courses There are, however, some major differences. First, they differ in their choice of markets.Virgin's air transport business originated in the long-haul, mainly transatlantic market which might be highly profitable but is also extremely competitive. As the business grew, offshoots were founded as independent companies; for instance, Virgin Blue in Australia and Virgin Express which has its hub in Brussels and serves European destinations outside the UK and does not compete directly with Ryanair. Ryanair started as a short-haul carrier and has remained so, focusing on European destinations from a small number of airports in the UK and Eire. The two companies' competitive positioning is also very different.Ryanair is well known as ‘The Low Cost Airline'; the first thing that hits you in its publicity material is the price and this is very clearly the core of its business strategy (Ryanair website). The ‘no frills' approach means just that: even the in -flight food is limited to sandwiches and costs extra. Virgin, by contrast, attracts passengers by offering a superior experience and is firmly positioned at the quality end of the market: Publicity material emphasises style and comfort, and there is a range of in 1/4 Case Study Coursework LEADERSHIP and ORGANISATIONS BABA SDL 2012-13’B’ light extras which, even at the economy end of the price range, includes in-flight food and drinks and packs of ‘amenities' such as flight socks, eye shades and lip balm. As was noted, both men love publicity stunts and often use humour in their public communications. Branson is usually smiling and in poses which indicate fun and a desire to show close links with his staff and popularity with employees, customers and the public in general. O'Leary is much more likely to be acerbic, critical and uses what might euphemistically be called ‘colourful' language in his public statements.He seems to care little about public opinio n of him as an individual and has been in trouble with the advertising standards authorities in the UK and Eire on more than one occasion for ‘offensive' adverts that have upset people from British Airways (who were accused of being ‘Expensive ba * * * * ds' in an Evening Standard advert in 1999) and the Catholic Church (the ‘Fourth Secret of Fatima’ advert of 2000 featured the Pope) (Creation, 2004). The brand values are also very different. Virgin as a collection of businesses does everything from running trains, manufacturing contraceptives and cosmetics o offering financial services. All these enterprises are linked by the single powerful central image of the founder and the characteristic red livery; Ryanair does one thing and one thing only, but in doing so sets an almost buccaneering tone, readily taking on authorities such as the European Union over competition policy and the British Airports Authorities over charging practices. Branson has certainly had his conflicts with British Airways, notably over the ‘dirty tricks' affair of the early 1990s, but is not likely to challenge governments.Virgin tries hard to build customer loyalty and gain repeat business through brandrelated service values; Ryanair's repeat business (and for some customers the Ryanair experience is one which inspires the thought ‘never again') is on price, not loyalty to the brand. These differences have a significant effect on the nature of employment relations and the psychological contract between the two companies and their employees. Working for Richard and Michael Each company's brand image and treatment of customers have a bearing on the nature of organisational relationship with staff, and vice versa.Aspects of organisational behaviour therefore show through in a variety of interconnected ways to create consistent and very different cultures. At Virgin Atlantic, cabin crew are there to be helpful and welcoming; they are important projecto rs of the brand image and their job is partly to encourage the allimportant customer loyalty which generates continuing profit. The importance of staff as carriers of company values is clearly reflected in the recruitment material and other statements about the nature of work at Virgin Atlantic.Virgin Atlantic brings together all manner of people in all manner of roles, all playing a crucial role in the smooth running of a very complex operation. But whoever you are and wherever you join us, you'll never stop thinking of our customers and what 2/4 Case Study Coursework LEADERSHIP and ORGANISATIONS BABA SDL 2012-13’B’ we can do for them. From frontline cabin crew to IT analysts, everyone here plays a role in delivering the Virgin brand. That means using initiative, taking responsibility for your actions and being ready to support those around you at all times.Similarly, you'll play your part in maintaining the friendly, unconventional professionalism that makes Virgin A tlantic such a unique place of work (Virgin Altantic website). The recruitment process is lengthy and includes a group interview which acts as a filter for further tests before job offers are made. Training programmes for cabin crew and other staff are run from a dedicated training centre, and there is a wide range of benefits for full-time staff including seven free flights a year, private pensions and medical schemes and discounted goods and services across the Virgin group.At Ryanair, the cabin crew work for a supplier organisation called Crewlink. You can discover whether you qualify to apply for a job by answering a series of 11 on line questions. Successful applicants for cabin crew posts are trained at one of Crewlink's centres and are expected to pay an up-front charge of â‚ ¬1,200 for the fiveweek course (or with a â‚ ¬400 deposit it can be offset against initial year's salary at a total cost of â‚ ¬1,300). Students are not paid to attend the course; successful gra duates get a three-year contract with Crewlink to work on Ryanair flights on a shift-work basis.Ryanair crew are not expected to make overnight stops at its destinations. Post-tax starting salary is listed as being ? 1,100 per month (? 13,200 pa); Crewlink suggests that after the initial three years, and subject to satisfactory performance, a permanent job with Ryanair itself might be available at a salary of up to ? 25,000 pa. Staff must be flexible in terms of their work location across the 15 European centres and Crewlink does not guarantee work if individuals specify a preferred work location (Crewlink website).By comparison with long haul, a short-haul operation involves very tight turnaround times and Ryanair aims for 20 minutes. This creates a very different pace and set of pressures on the workforce compared with those at Virgin, which is likely to have higher staffing levels and to give crew longer rest breaks in the destination locations between flights. The nature of cust omer relations, by contrast, might be more demanding at Virgin than at Ryanair – staff and customers are together for longer and the brand image must be maintained.Complaints and horror stories can be found about work at both organisations; however, Ryanair is subject to a more systematic and organised campaign of criticism for its employment practices by trade union organisations. In particular, the International Transport Workers' Federation has run a major campaign on its website since 2004 called ‘Ryan-be-fair', the purpose of which is to pressurise the management at Ryanair into accepting the role of trade unions in representing the workforce.It collects comments from disgruntled crew and former workers which give a flavour of the operational stresses and organisational culture. Both organisations have been successful – Ryanair has turned in significant profits for several years in a sector which is prone to disruption and financial loss and which has seen a number of brands disappear (Buzz, Go and Debonair) (BBC, 2005). Virgin also continues to go from strength to strength commercially. But the cultures and values which get them off the ground could hardly be more different (BBC, 2006). /4 Case Study Coursework LEADERSHIP and ORGANISATIONS BABA SDL 2012-13’B’ References Creation, S. (2004) Ryanair – How a Small Irish Airline Conquered Europe. Arum Crewlink website www. crewlink. ie International Transport Workers’ Federation website www. iftglobal. org Ryanair website www. ryanair. com Virgin Atlantic website, Working for Us, http://www. virginatlantic. com/en/gb/careers/workingforus/index. jsp BBC News articles: News website: www. news. bbc. co. k Profits Jump at Virgin Atlantic (27 May 2005) Ryanair Profits Jump on Hot Spots (1 August 2006) Question: Using relevant leadership and organisational theory, explore the impact of organisational features and external environment influences on the leadership and management styles and performance of Richard Branson and Michael O’Leary. Critically evaluate the effectiveness of their leadership approaches in their specific context with their specific set of strategic challenges. (1500 words) Closing date: 1st April 2013, submit on StudyNet by 23. 30 UK time 4/4

Inanna vs. Oedipus Rex Essay

She wondered: ‘How long will it be until I have a shinning throne to sit upon? ‘How long will it be until I have a shinning bed to lie upon? † The huluppu-tree is a metaphor of Inanna herself. The tree’s growth symbolizes Inanna’s growth in her own life. When she mentions that she wants to make a thrown and bed for herself, she is foreshadowing her destiny of becoming a queen. This was her first test in becoming a leader. A leader needs to know how to be responsible for something or someone. They need to show that they care and can put forth tremendous effort toward what is important. In many instances through out the story, Inanna showed responsibility and maturity, but this was her first sight of it. After a couple years of waiting for the bark to split so that she can build her thrown and bed, â€Å"A serpent who could not be charmed made its nest in the roots of the huluppu-tree. The Anzu-bird set his young in the branches of the tree. And the dark maid Lilith built her home in the trunk. â€Å"(Pg. 6;Lines 1-4) The three things that built their home in the tree was the next test that he needed to overcome so that she can start her life in becoming a woman. When these struggles started in her life, she knew that she couldn’t do it alone, so she asked for help. She first asked her brother Utu, The Sun God. He would not help her. So she then asked her other brother, Gilgamesh who agreed to help. He put on his armor and grabbed his bronze ax and entered Inanna’s holy garden. He struck the serpent and then the Anzubirds flew away. Finally the Lilth smashed her home and fled. Gilgamash then carved a throne and bed for Inanna using the tree trunk. This portrays a strong leadership quality in Inanna, which is openness. A leader needs to be able to listen to new ideas, even if they do not conform to the usual way of thinking. They need to be able to know that sometimes they might not be right, and have to listen to someone else. Inanna knew she couldn’t do it on her own, and she needed help. Asking for help was a learning step for her in maturing her leadership qualities. Oedipus showed different leadership qualities as Inanna, which were determination and integrity. When the plague hit the town the second time, Oedipus as determined to end it. Just as he did when he first entered the town and solved the riddle. He sent many men out to find who killed the king and promised the town that he would find this man and end the plague. Ironically, who he was looking for was himself. He was the murderer of the king and the husband of his mother. When his guilt, no longer see those they should never seen, nor see, unseeing, those he had longed to see, henceforth seeing nothing but night To this wild tune he pierced his eyeballs time and tie again, till bloody tears ran down his beard. † – (Pg. 1 ;Lines 7-12) Oedipus was a very strong leader. He put an exceptional amount of effort and responsibility towards the people of the city. He was determined to end the plague for his people of Thebes. When he found out that he was the man he was looking for, he punished himself. Instead of killing himself, he pierced his eyes out so he has to live the rest of his life knowing that all of his answers were right in front of him, but he couldn’t see it. This is why he was a great leader. He had the most power in the whole city and could have easily accused someone else. Yet he punishes himself Just as would if it was another man. This shows a great amount of integrity. He never veered from his inner values, even when it was expeditious to do so. I think that Inanna has better leadership skills than Oedipus because she is more experienced. Oedipus has natural leadership qualities. Inanna was tested throughout her life, which made her a stronger leader. The one part of her life that made her a better leader than Oedipus was when she decented herself to the underworld. â€Å"My Lady abandoned heaven and earth to decened to the underworld. Inanna abandoned heaven and earth to decened to the underworld. She abandoned her office of holy priestess to decened to the underworld. † – (pg. 52;Lines 4-6) This shows great leadership qualities. She was striving so much to be great, she never experienced the difficulties of life. So she descended herself so that she can experience the other side of life. This was the biggest step into making her the leader that she was. Oedipus is nothing like Inanna in the sense of leadership. Through out the story of Inanna, she works to achieve royality, experience both sides of life and doesn’t help nyone but herself on the way..

Morals and Values: To Kill A MockingBird Essay

Have you ever faced a difficult decision? Every day, we have to make decisions. Some of these decisions can be simple, but others can raise moral or ethical dilemmas. How does one go about making these moral or ethical decisions? People have value systems that can influence the moral or ethical decisions they make. This is clearly illustrated in the book Of Mice and Men, by John Steinbeck, through the main character, George Milton and his interaction with his companion, Lennie. Steinbeck shows how George’s value system influences his moral and ethical decisions when George shows his care for Lennie, when he helps Lennie resolve his conflicts with other people, and when Lennie kills Curley’s wife. Steinbeck shows that George values companionship. It is shown throughout the story that George values companionship but at the same time, he wants his freedom. However, he cannot have his freedom because he has Lennie to take care of, but George doesn’t mind having Lennie and wants Lennie to stay with him no matter how much trouble Lennie gets into because Lennie gives him companionship. An example is when George gets mad at Lennie and tells Lennie the â€Å"swell time† he can have without him and Lennie responds, â€Å"George, you want I should go away and leave ya alone †¦ I could go off in the hills there. Some place I’d find a cave† (pg. 13). Ethically, since Lennie is an adult, George could have let Lennie leave so that George would his freedom to â€Å"stay in a cathouse, eat any place [he] wants, get a gallon of whisky, or set in a pool room and play cards or shoot pool† (pg. 12). However, George feels that he is morally responsible for Lennie, and says, â€Å"Yeah? How’d you eat? You ain’t got sense enough to find nothing to eat †¦ No-look! I was jus’ foolin’ Lennie. ‘Cause I want you to stay with me †¦ Tell you what I’ll do, Lennie. First chance I get, I’ll give you a pup (pg. 14)†. Steinbeck also shows that George has the values of being responsible and loyal to Lennie. The story is set at a ranch where the boss’s son, Curley and Curley’s wife reside. Curley is a short man who likes trying to pick up fights with other people that are bigger and stronger than him and is extremely protective of his wife. Curley’s wife is a lon ely woman who tries to seek company by talking to the farm workers. An example of George being responsible is when Curley is looking for his wife and the other men working on the ranch make fun of him because they despise him. However, when Curley sees that Lennie is smiling, because he is dreaming about rabbits, he thinks that Lennie is making fun of him, so he gets angry. Curley shouts to Lennie, â€Å"Come on, ya big bastard. Get up on your feet. No big son-of-a-bitch is gonna laugh at me. I’ll show ya who’s yella. †¦ Lennie looked helplessly at George†¦ George was on his feet yelling, Get him, Lennie. Don’t let him do it. Get ’im, Lennie† (pg. 61-62). George here is being responsible as a person to Lennie because he is telling Lennie how to protect himself and make sure that Lennie doesn’t get injured too much. Also, George is, in a way, obligated to take care of Lennie because of George’s promise. George made a promise to Lennie’s Aunt Clara before she died that he would take care of Lennie and George, who is loyal, does just that. George’s ethical decision is to protect Lennie from harm and tell him what to do because he knows that that the right thing to do. Towards the end of the book, Steinbeck shows that George has the value ofcaring when it comes to doing the right thing for Lennie. George knows that the task of killing Lennie is difficult and has to find inner strength to do it. There are many similarities between Candy, a friend of George and Lennie, and his dog and George and Lennie. Candy’s dog has stiff joints, very old, and because he stinks so bad, he is troublesome to others. Candy said that, â€Å"I been around him so much I never notice how he stinks.† Candy has been around his dog so much that he is used to the smell so therefore, he doesn’t notice it and because he is used to his dog being around he won’t be able to kill his dog. Similarly, Lennie can be a nuisance to George because he is constantly getting into trouble. And when Slim asks why George still has him, George says, â€Å"†¦you get used to goin’ around with a guy an’ you can’t get rid of him†. Like Candy and his dog, George has been with George for too long that now simply they are used to each other. Candy had to let his dog go because it was best for the dog. However, he let someone else kill his dog and Candy later tells George, â€Å"I ought to of shot that dog myself George. I shouldn’t ought to of let no stranger shoot my dog.†George on the other hand, didn’t want anyone to hurt Lennie and knew that he must kill Lennie himself. The ethical decision here is that it is wrong to kill someone and technically, George is breaking the law. The moral part in George’s decision is that if George doesn’t kill him, then Lennie will be tortured and man-slaughtered by Curley. Also, George makes sure that Lennie dies in happiness by having him first think about the plan of getting a farm and tending to rabbits before George kills Lennie. Steinbeck portrays George as a person who has values defines who he is. Steinbeck had shown that George values companionship, responsibility, and loyalty while he fosters Lennie. Steinbeck shows how George’s value system influences George’s moral and ethical decisions when George shows his care for Lennie, when Lennie faces or gets into conflict with other people, and when Lennie kills Curley’s wife.

Business Environment of Tombow Pencil Company Essay

Business Environment of Tombow Pencil Company - Essay Example The firm that is analyzed in the paper is Tombow Pencil Company Ltd is based in Japan and is headquartered in Tokyo. The company was well known throughout Japan for its products that were carefully designed to win the market share as well as to improve the profit margins. Whilst business has been steadily growing, it can be noted that the changing environment has somehow affected the operations of Tombow. The strategy implemented by the organisation could not be fully sustained in the long run and this has prompted the leadership to seek changes in the structure of the organisation as well as its operations. The business environment in which organizations operate during the contemporary period is characterised by changes such as technological innovations, competition as well as the ever-changing needs of the consumers. In the given case of Tombow, it can be seen that its operations have been adversely affected by changes in the environment such as competition as well as improvements in the distribution channels of different pencil products offered. Such changes in the business environment have affected Tombow in different ways but the major notable effect is that of declining profits that can be attributed to these changes taking place in the business environment. As such, Roussow (1) posits to the effect that the organisation’s success in this competitive and dynamic environment mainly depends on its capacity to develop, implement, monitor as well as evaluate its business strategy such as knowledge management. The main problem bedevilling Tombow Company Ltd is related to several functional departments. There are many players involved in the supply chain where sales agents as well as wholesalers have been used in the distribution process. The other problem is related to innovations in the distribution channels that have challenged traditional ways of doing business by this organisation. This has resulted in late deliveries of the products. This has also led to piling of different products pending delivery and meeting the expectations of the customers is still a challenge for this particular company owing to changes taking place in the business environment where it is operating. Whilst it can be seen that there are many players involved in the production as well as distribution process, it seems that there is lack of adequate networking among the players involved. Dyer & Nobeoka (2) suggest that networking between the production as well as supply chain of the organisation is very important in as far as knowledge creation is concerned. These authors suggest that learning in an organisation is very important for its success and it can only be achieved through networking of vital organs, which can promote institutionalisation, as well as flow of knowledge within it. A good example can be drawn from the automobile industry especially the case of Toyota which achieved its competitive advantage through networking its production as well as supply chain which promoted sharing of knowledge among vital stakeholders involved in its operations. Basically, learning in an organisation which promotes the creation as well as sharing of knowledge is often seen as the locus for organisational development especially in the ever changing business environment in which organisations operate. Bilateral knowledge sharing between the organisation and its suppliers is very important given that there will be high chances of achieving the goal of the organisation since mutual understanding among the vital networks would be promoted. Continuous learning as well as knowledge creation and sharing are seen as very important components that can lead an organisation to gain a competitive advantage over its rival competitors. The network system is very effective in transferring knowledge from one point to the other within an organisation, which is essential for its long term growth and development. Any organization that is concerned about its g rowth ought to harness on the strategy of organisational learning. Over and above, it can be noted that organizations operate in a

Poem Literary Exploration Essay Example | Topics and Well Written Essays - 2250 words

Poem Literary Exploration - Essay Example The phrases that indicate feelings of regret were: â€Å"What did I know, what did I know of love’s austere and lonely offices?† (Hayden, n.d., par. 3). This simply means that from the perspective of the narrator (the speaker), there was a sorry feeling that the good intentions and actions expressed by the hardworking father was not returned by family members who manifested actions such as â€Å"no one ever thanked him† (Hayden, n.d., par. 1) and â€Å"speaking indifferently to him† (Hayden, n.d., par. 3). The personal situation that was shown in the poem was a simple description of a typical Sunday during winter when the father gets up early in the morning to chop wood needed to warm the house. The tone was sad and melancholic as indicated by the feelings of regret exemplified by the use of the following words: cold, cracked hands, ached, austere, and lonely. From this central idea, one would realize that regret is a common human experience that happens in every possible scenario involving human relationships: in the family, with peers or teachers in school, with community members, and with other people where interpersonal relationships have been exchanged. . I could empathize with the speaker as I am also guilty of not having much appreciated the good deeds, support, and love shown to me by my parents and loved ones. Most of the time, simple situations like having been served a good meal by my mother, being provided with the financial support by my father or the assistance in househo ld chores by siblings pass by without proper acknowledgement or saying â€Å"thank you†. In situations when I am given the opportunity to look back at simple tasks, I realize that I share the same sentiments expressed by the speaker in the poem. Upon further analysis, the poem could be considered containing free verses where there was no clear rhythmic pattern. The numbers of lines per paragraph were also different: 5 lines for the first and third paragraphs and 4 lines for the second paragraph. On the other hand, there was no rhythmic pattern since the syllabications per line were diverse, as counted: 11-9-6-10-9 for the first paragraph; 11-7-8-10 for the second; and 9-7-8-8-10 for the third. The only pattern manifested in this poem was the repetition of words (cold) and the paralleling of ideas (indifference, lack of appreciation, chronic angers). The sound in the poem provided emphasis on the message being relayed. The recurrence of consonant sounds was clearer: blueback c old; cracked hands; cold splintering, breaking; chronic. There was a level of irony that was shown from the situation illustration by the words: â€Å"Speaking indifferently to him who had driven out the cold and polished my good shoes as well† (Hayden, n.d., par. 3). Also, the message that the father has to do all the hard work and chores for fear of facing the chronic angers in the house further presents a situational irony in terms of expecting worse to happen despite the good deeds being done. As I get to reflect on the theme and the message relayed, there is this pain of regret one felt for not having duly appreciated and acknowledged all the support and hard work that parents have done for their children, in general. Children have tendencies to take for granted that it is the obligation of parents to

Distinguish between the return on investment and the return on Essay

Distinguish between the return on investment and the return on capital. Show the respective relevance of each to investment decisions - Essay Example ffect of the aggregate demand curve is the same as the demand curve, it shows the amount that the government and businesses are willing to spend on good (Perelman, 2007). Keynes postulates that the capital investment in equipment, plant and machinery will increase the production of goods in an economy. He further, says that investment consists of spending on stocks and finished goods. An increase in interest rate results to a decrease in investment hence a consequent decrease in the total demand. This happens on the ground that the interest rate and investment have an inverse relationship. The increase in interest rate increases the cost of capital hence decrease in demand total. However, a reduction in interest rate will lower the cost of the capital hence increase in investment and a consequent increase in aggregate investment. Keynes postulates that aggregate demand has a number of components. The demand function is Y=C(Y-T)+I (r) +G+NX (e) where I is income, I is consumption being a function of disposable income, I is investment being a function of interest rate, G is government expenditure and NX is net exports (exports minus imports). Keynes further ascertained that investment cannot, therefore, be a sole determinant of the aggregate demand. This means that a change in investment leads to a less proportionate change in the aggregate demand. A rising flow of investment increases the money supply in the economy. The government using its monetary policy, it employs the increase in interest rates to decrease the nominal supply in the economy as it increases the cost of capital (V). Additionally, the increase in the flow of investment increases the money supply in the economy leading to a shift of the money supply upwards and leftwards. This would consequently lead to an increase in prices and the real output (oil, petrol and