Legal and Ethical Considerations

Legal and Ethical Considerations Legal and Ethical Considerations Formulae is looking into setting up operations and extending our business to both Guatemala and Mexico. Now, the success of these expansion projects is going to be built upon many factors, and among them legal and ethical conduct will be of the utmost importance. Both Guatemala, and Mexico have in common many culturally based legal and ethical rules. However they also have differences, and of course they not only separate each other, but also the fact that we are coming from a completely American perspective in our approach as it exists today will make the integration of local laws, and regulations a vital part of our operations in those regions and help us to better equip our people with guidelines for doing business without risking lawsuits for improper conduct. Such lawsuits would reflect badly on our organization throughout the world and could lead to individual incarcerations abroad. The old adage â€Å"dont do anything that you wouldnt be proud to tell your mother about† is a good one to keep in mind, but it simply wont be enough to guide you when dealing with foreign legal and cultural differences. The ethical side of this does not just end with the legal considerations. Mexico and Guatemala have very different ways of conducting business and day to day affairs in general. Observing the cultural norms for doing business as much as possible will make for a more attractive and comfortable environment for locally hired employees. Things like work hours, pay dates, holidays, etc should be tailored to that which is locally customary or interlaced with the currently used policies regarding those areas. It would be unrealistic and rude even to just go into these markets and try to run things as though we were still in our home country. Corruption in its many forms is a legal problem which is so well recognized that it has created a business environment in many countries that necessitated the creation and institution of the Foreign Corrupt Practices Act. The FCPA can impose penalties upon United States businesses who are engaging in prohibited activities. Many places in the world regularly employ bribes to facilitate business transactions. Much of Central America is known for this and thus doing business in both Mexico and Guatemala makes it necessary for us to become familiar with its provisions and assure that we are not in violation. The Foreign Corrupt Practices Act is broken down into three basic sections as follows (Stimmel, Stimmel Smith, P.C., 2004): The worldwide business activities of U.S. corporations must be free from paying bribes directly to foreign officials. Also, they may not offer or promise to pay, or authorize a bribe. This includes presenting of any gifts of value to foreign officials to secure or retain business or obtain an immoral accommodation. The FCPA explicitly prohibits offering business opportunities, extravagant recreation, excessive activities to promote business and covering or reimbursing expenses of officials. Charitable, political, or similar contributions are also prohibited. According to the FCPA a foreign official can be any government employee. Also included are the officers, directors, and employees of government-owned companies. Persons not considered public servants locally may be considered an official by the DOJ as well. Gifts or payments may not be made to employees of companies in which the government has any ownership. In addition to the aforementioned, the giving of gifts to a candidates for government office, officials of a political party, or the political party itself in order to obtain or retain business or to obtain an immoral accommodation. Both the Justice Department and the SEC have applied the FCPA to cover payments or gifts to members of the family of a government or party official, as well as charitable contributions. Books and records provisions, which apply to U.S. or foreign-based companies whose stock is publicly-traded in the United States, require that all companies in a controlled group or which are related entities which form part of the corporate group, maintain accurate accounting records coupled with an organizational methodology for internal controls over the companys assets. One provision of the FCPA that allows U.S. companies, U.S. citizens, and residents of the United States to be held liable for improper payments made by non-employee third parties, even payments of which they may be unaware can be a major source of risk. For example, if a U.S. company were to hire a local consultant in another country, and that person or partner were to make an improper payment or contribute part of his compensation with a government official of that country, the U.S. company that entered into the relationship with the agent could be held accountable for the actions of the hired consultant. Similarly, if a partner acted as an agent for the U.S. company, took any action to advance payment while in the United States, the FCPA would petition the partner, in addition to addressing of the U.S. company. Penalties for violating the FCPA can include imprisonment and fines. The base fine of $2,000,000.00 may be imposed for every violation. Individuals may be fined $100,000.00 per violation and imprisonment for up to five years. Employers are not allowed to pay the fines due for their employee. Violations may be cause for barring one from business actions with the Federal government, and securities. Ineligibility to receive export licenses may also result. In order to simplify matters a Foreign Corrupt Practices Act Opinion Procedure allowing for U.S. companies or nationals to request a statement of current Justice Department enforcement intentions under the antibribery provisions of the FCPA regarding proposed business conduct (Foreign Corrupt Practices Act Antibribery Provisions, 2010). Actions for which the Department of Justice has issued an opinion confirming conformity to current policy will be entitled to a presumption, in any subsequent enforcement action. Copies are released of previous opinions can be found on the Department of Justices FCPA web site. To restate from above, observing local laws and being ethically sensitive we can keep ourselves and the company from costly legal troubles. Also, it is indeed only good manners to do so and will help buoy our position in the international community. More markets will be open to doing business with us and allowing us to do business in their backyard. Always be mindful of the FCPA and know that it can and will be enforced as it has been in the past on occasions when payments to officials of public international organizations such as the United Nations and the World Bank were made in violation. These cases can and should be researched for reference as well. Last, I would like to stress the importance of appointing a subject matter expert or experts preferably from the legal and or HR department who can educate all employees and in so doing keep the risks of inadvertent violations to a minimum. References Foreign Corrupt Practices Act Antibribery Provisions. (2010). Retrieved February 23, 2010, from UNited States Department of Justice: http://www.justice.gov/criminal/fraud/docs/dojdocb.html Stimmel, Stimmel Smith, P.C. (2004). The Federal Corrupt Practices Act: The Basics. Retrieved February 23, 2010, from Law Offices of Stimmel, Stimmel Smith A Professional Corporation: http://www.stimmel-law.com/articles/federal_corrupt_practices_act.html

Advance Strategic Planning

Advanced Strategic Planning was written by Aubrey Malphurs and was first published in 1999 with the over-all purpose of providing the church and its leadership a good strategic planning process that will help it them move from a stage of stagnant growth to a period of change and revitalization.   The book offers a nine-step strategic thinking and acting models and diagrams that help illustrate concepts.   The updated edition of the book has put emphasis on disciple making.Malphurs, who has authored many books on church leadership and strategy, is a professor of Pastoral Ministries at Dallas Theological Seminary. He specializes in teaching pastors how to think strategically and move their congregation to growth and accomplishment of goals.He is also the president of the Malphurs Group, a consulting organization which provides training and consultation services for churches that sees the need for help in the area of church growth.Malphurs started the book by stating that almost all institutions today, such as churches, go through a sigmoid or S-curve pattern of growth or life cycle, in which a church begins and experiences rapid growth in all areas, achieves a point a comfort zone of routines and programs, and later on declines and eventually dies.Malphurs, in his book, perceives the S-curve life cycle pattern as a problem besetting most churches by stating that:â€Å"The message or lesson of the sigmoid curve is that all good things (and even some bad things) end†¦ Even brand-new institutions and organizations such as a church will, in time, plateau and then die. No matter what institution it is, organizational â€Å"dry rot† sets in.   The institution becomes brittle, ceases to function, and expires† (Malphurs 2005, 11).Given the abovementioned problem Malphurs argues that as soon as the church feels that it now reached the point of staggering growth and plateau, it should in a way re-invent itself through careful planning and adoption of new set of core values (whenever necessary) in order to propel it back to a period of significant growth.This will mean reviewing and restructuring the various aspects of church life such as its core values, personnel, congregation, prevailing culture, finances, community where it is interacting, among others, through a strategic planning process.A handful of suggestions on how to carry out the conduct of this strategic planning was provided lengthily and was discussed in an almost detailed manner by Malphurs.StrengthsDrawing from a wealth of experience as a pastor, professor and consultant, Malphurs have provided significant and doable ways of carrying out the strategic revitalization process.   Perhaps using his personal experience of leading a church, he was able to address a lot of pitfalls and traps that a pastor and church leader should avoid in strategic planning.His experience and love for the ministry and church transcends all throughout the book, making a pastor or a leader, whose church is going through a period of plateau in terms of growth, reading the book feel that the book was written specifically for him and his flock.   Malphurs has a heart for the local church.   The strategic planning is simply his response to the problem that he perceives. [1]It was also made clear in the book that the pastor or church leaders can’t do the process and implement changes alone, every member of the congregation must be informed properly for them to be involved in all facets of the process.   The need to effectively communicate the vision was emphasized and strongly recommended. Malphurs writes:If you conduct secret meetings and fail to communicate in general what happens in those meetings, you will not be able to lead the congregation because they will no trust you (63).An unwavering support on the ongoing strategic planning process will only come from a church member who clearly understands the what and why’s of his/her churchâ€℠¢s call for a strategic planning.Although the book is in fact a â€Å"how-to† sort of manual, Malphurs succeeded in finding a biblical basis for the conduct of the strategic planning.   This makes the book grounded on the godly and biblical principles of leadership.An obvious strength of the book is the manner it challenged church pastors and leaders to think critically regarding its mission, vision, values, and congregational structure. Provoking questions are injected throughout the book to guide its readers in propelling the church in a certain direction that will eventually lead to the realization of their mission and vision.Malphurs is very strong in recommending the necessity of adopting a mission and vision statements in churches. To further guide his readers, Malphurs also made a clear distinction between values, missions, and functions.Armed with the understanding that churches will definitely look different in varying contexts, he stresses the value of injecting p rofessionalism and excellence in all ministry undertakings which is and should be a characteristic of any church desiring to grow.David Murrow also sees this need when he wrote, â€Å"Men appreciate excellence†¦Excellent doesn’t mean slick, canned or superficial. It simply means everything done well (Col. 3:23).†[2]Malphurs also tediously provided helpful tools and sample evaluation forms that will help a church start the strategic planning process.   He make sure that churches who will decide to embark in the strategic planning process already have the tools, which can be modified if they opt to, to keep the process going and evaluated.WeaknessesAlthough well-written, the book still has some few unhelpful aspects and needs thoughtful consideration from a critical reader.Malphurs have excellently provided a book for strategic thinking pastors but have missed out those who are implementers and dreamers in nature, reality will tell us that there are pastors who se e that their calling evolves on activities such as teaching, preaching, evangelism, visitation, etc.Strategic planning is not an exciting and needed activity for pastors and leaders who fall under these characteristics, for them church growth and dynamism depends on going out and reaching the unreached.Another important concern that Malphurs alluded is the average period of time it will take for the whole process of defining the church’s mission, discovering their values, catching the vision, and actually coming up with a plan will be done.He noted that it could take five (5) years just to get everybody on board. Unfortunately, nowadays,   a pastoral longevity in a certain church is only 3 to 4 years.   George Barna stated: â€Å"The average tenure of a pastor in Protestant churches has declined to just 4 years—even though studies consistently show that pastors experience their most productive and influential ministry in years 5 through 14 of their pastorate.† [3]The book also failed in considering the value of preaching the Word of God, reaching out the lost, and healthy fellowship among members of the congregation, in spurring growth in the church.The â€Å"Readiness for Change† inventory contains factors necessary for organizational change, but it is interesting to note that Malphurs have missed to include prayer. For any change to take place in a church, the leaders and members of the church should devote time in praying.ConclusionOverall much is to be commended in Malphurs’ book. It is a very practical book.   The strengths of the book outweigh the weaknesses.   The weaknesses stated should not detract a one from reading the book.Although there are some suggestions made by Malphurs that in one way or another is not supported biblically, such as not putting older men and women in the leadership as opposed to the scripture’s advice to have the older men and women teaching the younger ones, the book still off ers sound and helpful principles of strategically leading and managing a church.The objectives set by Malphurs in writing the book are achieved, he perceived a problem, and he has provided in great detail a solution to the problem. He has skillfully presented a sys aforementioned, his wealth of experience have made every argument he presented convincing and worth trying for.The book is a valuable reading and tool for young, soon-to-be pastors, pastors, elders, church staff members, and lay leaders, or for anyone who is in one way or another involved in church leadership.However, a word of caution, one should be very careful in accepting that the book is the cure-all answer to the problems besetting the churches today.   It is a guide, a good and helpful guide, but it doesn’t contain all the answers to church issues and problems.   Pastors and leaders of the church should still bear in mind what is stated Proverbs 16:9 says â€Å"The mind of man plans his way; But the LOR D directs his steps.†Ã‚   The Lord is still the sovereign one, if it is His Will it will definitely happen. [1]. Owen Strachan,   Reviews: Advanced Strategic Planning by Aubrey Malphurs, (9Marks Reviews , 2008) [article available online], www.alliance.net, date accessed July 21, 2009 [2]. David Murrow, How Women Help Men Find God, (Thomas Nelson Publishers, 2008) [3].   George Barna, The Second Coming of the Church, (Nashville: Word Publishing, 1998), 5. Advance Strategic Planning Advanced Strategic Planning was written by Aubrey Malphurs and was first published in 1999 with the over-all purpose of providing the church and its leadership a good strategic planning process that will help it them move from a stage of stagnant growth to a period of change and revitalization.   The book offers a nine-step strategic thinking and acting models and diagrams that help illustrate concepts.   The updated edition of the book has put emphasis on disciple making.Malphurs, who has authored many books on church leadership and strategy, is a professor of Pastoral Ministries at Dallas Theological Seminary. He specializes in teaching pastors how to think strategically and move their congregation to growth and accomplishment of goals.He is also the president of the Malphurs Group, a consulting organization which provides training and consultation services for churches that sees the need for help in the area of church growth.Malphurs started the book by stating that almost all institutions today, such as churches, go through a sigmoid or S-curve pattern of growth or life cycle, in which a church begins and experiences rapid growth in all areas, achieves a point a comfort zone of routines and programs, and later on declines and eventually dies.Malphurs, in his book, perceives the S-curve life cycle pattern as a problem besetting most churches by stating that:â€Å"The message or lesson of the sigmoid curve is that all good things (and even some bad things) end†¦ Even brand-new institutions and organizations such as a church will, in time, plateau and then die. No matter what institution it is, organizational â€Å"dry rot† sets in.   The institution becomes brittle, ceases to function, and expires† (Malphurs 2005, 11).Given the abovementioned problem Malphurs argues that as soon as the church feels that it now reached the point of staggering growth and plateau, it should in a way re-invent itself through careful planning and adoption of new set of core values (whenever necessary) in order to propel it back to a period of significant growth.This will mean reviewing and restructuring the various aspects of church life such as its core values, personnel, congregation, prevailing culture, finances, community where it is interacting, among others, through a strategic planning process.A handful of suggestions on how to carry out the conduct of this strategic planning was provided lengthily and was discussed in an almost detailed manner by Malphurs.StrengthsDrawing from a wealth of experience as a pastor, professor and consultant, Malphurs have provided significant and doable ways of carrying out the strategic revitalization process.   Perhaps using his personal experience of leading a church, he was able to address a lot of pitfalls and traps that a pastor and church leader should avoid in strategic planning.His experience and love for the ministry and church transcends all throughout the book, making a pastor or a leader, whose church is going through a period of plateau in terms of growth, reading the book feel that the book was written specifically for him and his flock.   Malphurs has a heart for the local church.   The strategic planning is simply his response to the problem that he perceives. [1]It was also made clear in the book that the pastor or church leaders can’t do the process and implement changes alone, every member of the congregation must be informed properly for them to be involved in all facets of the process.   The need to effectively communicate the vision was emphasized and strongly recommended. Malphurs writes:If you conduct secret meetings and fail to communicate in general what happens in those meetings, you will not be able to lead the congregation because they will no trust you (63).An unwavering support on the ongoing strategic planning process will only come from a church member who clearly understands the what and why’s of his/her churchâ€℠¢s call for a strategic planning.Although the book is in fact a â€Å"how-to† sort of manual, Malphurs succeeded in finding a biblical basis for the conduct of the strategic planning.   This makes the book grounded on the godly and biblical principles of leadership.An obvious strength of the book is the manner it challenged church pastors and leaders to think critically regarding its mission, vision, values, and congregational structure. Provoking questions are injected throughout the book to guide its readers in propelling the church in a certain direction that will eventually lead to the realization of their mission and vision.Malphurs is very strong in recommending the necessity of adopting a mission and vision statements in churches. To further guide his readers, Malphurs also made a clear distinction between values, missions, and functions.Armed with the understanding that churches will definitely look different in varying contexts, he stresses the value of injecting p rofessionalism and excellence in all ministry undertakings which is and should be a characteristic of any church desiring to grow.David Murrow also sees this need when he wrote, â€Å"Men appreciate excellence†¦Excellent doesn’t mean slick, canned or superficial. It simply means everything done well (Col. 3:23).†[2]Malphurs also tediously provided helpful tools and sample evaluation forms that will help a church start the strategic planning process.   He make sure that churches who will decide to embark in the strategic planning process already have the tools, which can be modified if they opt to, to keep the process going and evaluated.WeaknessesAlthough well-written, the book still has some few unhelpful aspects and needs thoughtful consideration from a critical reader.Malphurs have excellently provided a book for strategic thinking pastors but have missed out those who are implementers and dreamers in nature, reality will tell us that there are pastors who se e that their calling evolves on activities such as teaching, preaching, evangelism, visitation, etc.Strategic planning is not an exciting and needed activity for pastors and leaders who fall under these characteristics, for them church growth and dynamism depends on going out and reaching the unreached.Another important concern that Malphurs alluded is the average period of time it will take for the whole process of defining the church’s mission, discovering their values, catching the vision, and actually coming up with a plan will be done.He noted that it could take five (5) years just to get everybody on board. Unfortunately, nowadays,   a pastoral longevity in a certain church is only 3 to 4 years.   George Barna stated: â€Å"The average tenure of a pastor in Protestant churches has declined to just 4 years—even though studies consistently show that pastors experience their most productive and influential ministry in years 5 through 14 of their pastorate.† [3]The book also failed in considering the value of preaching the Word of God, reaching out the lost, and healthy fellowship among members of the congregation, in spurring growth in the church.The â€Å"Readiness for Change† inventory contains factors necessary for organizational change, but it is interesting to note that Malphurs have missed to include prayer. For any change to take place in a church, the leaders and members of the church should devote time in praying.ConclusionOverall much is to be commended in Malphurs’ book. It is a very practical book.   The strengths of the book outweigh the weaknesses.   The weaknesses stated should not detract a one from reading the book.Although there are some suggestions made by Malphurs that in one way or another is not supported biblically, such as not putting older men and women in the leadership as opposed to the scripture’s advice to have the older men and women teaching the younger ones, the book still off ers sound and helpful principles of strategically leading and managing a church.The objectives set by Malphurs in writing the book are achieved, he perceived a problem, and he has provided in great detail a solution to the problem. He has skillfully presented a sys aforementioned, his wealth of experience have made every argument he presented convincing and worth trying for.The book is a valuable reading and tool for young, soon-to-be pastors, pastors, elders, church staff members, and lay leaders, or for anyone who is in one way or another involved in church leadership.However, a word of caution, one should be very careful in accepting that the book is the cure-all answer to the problems besetting the churches today.   It is a guide, a good and helpful guide, but it doesn’t contain all the answers to church issues and problems.   Pastors and leaders of the church should still bear in mind what is stated Proverbs 16:9 says â€Å"The mind of man plans his way; But the LOR D directs his steps.†Ã‚   The Lord is still the sovereign one, if it is His Will it will definitely happen. [1]. Owen Strachan,   Reviews: Advanced Strategic Planning by Aubrey Malphurs, (9Marks Reviews , 2008) [article available online], www.alliance.net, date accessed July 21, 2009 [2]. David Murrow, How Women Help Men Find God, (Thomas Nelson Publishers, 2008) [3].   George Barna, The Second Coming of the Church, (Nashville: Word Publishing, 1998), 5.

Hype

Yadir HYPE Advertisement has changed significantly throughout the years. No longer are ads confined to the usual places like buses, billboards and stadiums. Anywhere your eyes can rest there is an ad. Kalle Lash from excerpted â€Å"Hype† said, â€Å"everyday an estimated 12 billion display ads are dumped into North Americas collective unconscious†. That being said , it is safe to say that cooperate America has been controlling our purchases more that we liked. There is a company called videocarte that have installed interactive screens on shopping carts that will show you ads while you shop.I can understand why an executive from the company will say†videocarte is the most powerful micromarketing medium available today†. There are times when I’m in the supermarket and have a videocarte and the interactive screens are displaying ads products. I must admit they tend to influence your shopping. On the other hand, ads can introduce you to helpful products . For instance, one time I was looking for a product that can help me keep my papers organize, I saw an ad on a product to keep papers organize, I brought the item and it works wonderful.However, another time I was suppose to go to the convenience store and pick up some common products, I saw an ad on a billboard on my way there, on a product that I did not need, got distracted from going to the place that I had started out to go bought the product that the ad was advertising. When I finnaly arrived home happy with the purchase, I was quickly disappointed because it wasn’t what I needed and I didn’t get the things that I wanted. Like the article â€Å"Hype† signs of life in the USA say â€Å"No one is exempt, there is nowhere to run and no one will be spared†.In conclusion, you can not totally avoid the amount of ads you see , however you can minimize the amount of ads you are expose to. As for me, I have learned to train my mind not to be influence by ad s. For example, when I go food shopping, I have a list and only buy the items that are on there. I also, listen to cds, therefore, I stay away from the ads they play on the radio. Finally I keep in mind that a marketers job is to display their ad anywhere they can to persuade a consumer to purchase their product.

The Catcher in the Rye by JD Salinger A Review

The Catcher in the Rye Introduction The Catcher in the Rye, a novel by J. D. Salinger, was first published in 1951. The novel deals with the themes of identity, belonging, connection, and alienation. The protagonist, Holden Caulfield, is a cynical sixteen year-old with prematurely gray hair that makes him appear older than his age. Holden is caught at the awkward age between adolescence and adulthood as he searches for his identity. Set in the 1940s, the story begins with Holden recovering from a breakdown stemming from his expulsion from Pencey Prep School. He has already flunked out of three other schools. This man/child is torn between his desire to take on the trappings of adulthood and his desire to preserves the innocence of childhood. The title is a reference to the way Holden sees the world and his desire to preserve its purity. The scene in which the author reveals the source of the books title takes place in Chapter 22. Holden has left school and snuck back into his parents Manhattan apartment. He is speaking with his ten year old sister Phoebe in his older brothers bedroom. Phoebe is six years Holdens junior, yet in many aspects has a superior understanding of him and the ways of the world. She is distraught that Holden has been expelled from another school, Daddys going to kill you. Hes going to kill you (224). As way of explanation for his latest failure Holden tells his sister, It was one of the worst schools I ever went to. It was full ofShow MoreRelated Catcher in the Rye Essay: The Importance of Language1464 Words   |  6 PagesThe Importance of Language in The Catcher in the Rye   Ã‚  Ã‚  Ã‚   J.D. Salingers The Catcher in the Rye has captured the spirit of adolescence, dramatizing Holden Caulfields vulgar language and melodramatic reactions. Written as the autobiographical account of a fictional teenage prep school student named Holden Caulfield, The Catcher in the Rye deals with material that is socially scandalous for the time (Gwynn, 1958). As an emotional, intelligent, and sensitive young man, Holden puts his innerRead MoreThe Importance of Censoring in The Catcher in the Rye by J.D. Salinger1145 Words   |  5 PagesJ.D. Salinger was an American author well known for his best seller The Catcher in the Rye, a considerably influential novel that portrayed the feelings of alienation that were experienced by adolescents in North America after World War II (J.D. Salinger Biography). Salinger’s work appeared in many magazines, including a series of short stories which inspired many new authors (J.D. Salinger Biography). His inspiration for Pencey Prep boarding school in The Catcher in the Rye stemmed from hisRead MoreCatcher in the Rye Abstract Essay1364 Words   |  6 PagesOctober 2012 Novel Abstract: Catcher in the Rye Novel Title and Author: Catcher in the Rye by J.D. Salinger Author’s Background: J.D. Salinger was born on January 1, 1919, in New York City, New York. Jerome David Salinger was born to Sol Salinger and his wife Miriam (J.D. Salinger). Though he was a bright young man, when he attended McBurney School, he ended up flunking out and was soon after sent to Valley Forge Military Academy in Wayne, Pennsylvania (J.D. Salinger). After graduating Valley ForgeRead MoreEtymology and Symbolism of Characters Names in Catcher in the Rye1967 Words   |  8 PagesNames in Catcher in the Rye      Ã‚  Ã‚   Catcher in the Ryes pallid cover, adorned only with seven multicolored bands in its upper-left corner, is not what one would call eye-catching. Its reverse side lacks criticisms or reviews of any sort; in fact, it is bare of anything except a copyright date. Human beings are advised not to judge books by their covers, rather that they should look further than the obvious and try to apprehend the implied meaning. The world has peered past Catcher in theRead MoreHow Can Adversity be Advantageous Essay569 Words   |  3 Pageshis skills at soccer. It shows that adversity can affect a people, but it cannot deeply affect a culture, a way of life. If nothing it strengthens it because of history and the importance of family and friends in times of adversity. Catcher in the Rye by JD Salinger, introduces us to Holden Caulfield is one of my favorite characters because of his immaturity and confusion, or lack of understanding of his own mind. He tends to change opinion, say strong remarks, and act very childish throughout theRead MoreCatcher in the Rye4413 Words   |  18 PagesThe Catcher in the Rye â€Å"Is The Catcher in the Rye, as a work of literature still relevant for today’s youth?† Name: Sara Sigurdson Course: English A1 Supervisor: Mr. Peter Steadman Word count: 3851 Candidate number: 00136022 Table of Contents Content Page Number Abstract 3 Introduction 4 The Actual Catcher in the Rye 4 The Sexual Matter 5 The Caulfield Family 6 Narrator and Protagonist 8 Role Model 9 Mr. Antolini 10 Targeted Audience 10 Guidance 12