Measuring Public Sector Performance Essay Example | Topics and Well Written Essays - 3000 words

Measuring Public Sector Performance - Essay Example Then, common models of performance measurement and how they were developed are investigated. Third, the public and private sectors are compared and contrasted to highlight similarities and differences in their functions, goals, and outputs. Fourth, key developments in private and public sector performance measures are reviewed and discussed to highlight the convergence in the efforts of each sector to address stakeholder expectations. The paper concludes with a set of observations that disprove the hypothesis by showing that performance measurement as a basis for financial accountability and management in both the private and public sectors has become more complex and difficult and provide challenges for everyone. Any discussion of organisational performance begins with an understanding of the nature of human organisations and why they exist. Like the human beings who establish them, every organisation exists for a purpose, a set of goals or objectives that has to be achieved. By custom and for analytical convenience, organisations are classified based on their main purpose; thus, there are private-sector, public-sector, not-for-profit, institutional, voluntary, and mixed organisations. Table 1 summarises each of these organisational types, their specific purposes, and some basic examples of each. Regardless of the type, an organisation can be ... Like the human beings who establish them, every organisation exists for a purpose, a set of goals or objectives that has to be achieved. By custom and for analytical convenience, organisations are classified based on their main purpose; thus, there are private-sector, public-sector, not-for-profit, institutional, voluntary, and mixed organisations. Table 1 summarises each of these organisational types, their specific purposes, and some basic examples of each. Regardless of the type, an organisation can be said to be successful if it meets the purpose(s) for which it is established, and with success comes its continued growth and existence. Otherwise, it would be better for an organisation that does not meet its purpose for existing to close down. This is where accounting as a management tool proves its usefulness because it helps provide public sector organisations with the means to measure performance (Jones et al., 2002). It helps any organisation determine whether it is meeting its purpose, and it is for this reason that management accountants have developed a growing body of organisational science around the notion of performance measurement. This was not, however, the case until in the previous century when increased globalisation and competition for limited resources pushed organisations to measure performance against their purpose for existence and in comparison with their competitors (Lothian, 1987; Fitzgerald et al, 1991). The term "performance" captures the notion of how an organisation operates in comparison to its purpose. Thus, performance measurement has been described (Neely, 1998; Kunz et al., 2002; Moullin, 2003) as an assessment of how an organisation performs and includes measures

Psoriasis Case Study

Psoriasis Case Study Case Study P.D. a twenty-three-year-old female presents with symptoms of psoriasis. She has several thick scaly, well defined, erythematous plaques, which are silvery in color. The patient reports that she has just returned from a twelve-day trip to southern Louisiana to work the ecosystem as part of her education as an environmental engineer. During the trip, she had significant solar exposure, although she wore sunscreen. The expanded and prominent plaques cover her elbows and thighs, and there is a patch on her scalp. Her lesions cover about fifteen percent of her body. She occasionally applies moisturizing lotion or witch hazel if it becomes too irritating. All other body systems are normal. Patient states â€Å"I have always had some rashes, although usually not this bad.† Past Medical History â€Å"Some rashes, otherwise non-contributory Social History Recent trip to southern Louisiana for ecosystem work related to studies as an environmental engineer. Physical Examination Several thick scaly, well define, erythematous plagues, silver in color. Expanded plague and prominent plagues cover elbows and thighs, with an area on the scalp. Plague coverage is fifteen percent of the body. Significant sun exposure All other body systems are within normal limits. Reviewing the symptoms, the primary diagnosis is plague psoriasis. Psoriasis is a chronic inflammatory disease of the skin in which the production of epidermal cells occurs at a rate that is faster than normal. The cells in the basal layer of the skin divide too quickly, and the newly formed cells move rapidly to the skin surface and become evident as profuse scales or plagues of epidermal tissue. The psoriatic epidermal cell may travel from the basal cell layer to the stratum corneum and be cast off in three to four days, which is in sharp contrast to the normal twenty-six to twenty-eight days. As a result of the increased number of basal cells and rapid cell passage, the normal events of cell maturation and growth cannot take place. This abnormal process does not allow the formation of the protective layers of the skin (PubMed Health, 2012). Psoriasis, one of the most common skin diseases, affects approximately two percent of the population. There appears to be a hereditary defect that causes overpopulation of keratin. The primary defect is unknown. A combination of specific genetic makeup and environmental stimuli may trigger the onset of the disease. There is evidence that the cell proliferation is mediated by the immune system. Periods of emotional stress and anxiety aggravate the condition, and trauma, infections, and seasonal and hormonal changes are trigger factors. The onset may occur at any age, but is most common between the ages of ten and thirty-five years. Psoriasis has a tendency to improve and then recur throughout life (PubMed Health, 2012). The clinical manifestation The lesions appear as red, raised patches of skin covered with silvery scales. The scaly patches are formed by the buildup of living and dead skin that results from the vast increase in the rate of skin-cell growth and turnover. If the scales are scraped away, the dark red base of the lesion is exposed, producing multiple bleeding points. These patches are not moist and may or may not itch. The lesions may remain small, giving rise to the term â€Å"guttate psoriasis. Usually, the lesions enlarge slowly, but after many months they coalesce, forming extensive irregular shaped patches (PubMed Health, 2012). Psoriasis may range from a cosmetic source of annoyance to a physically disabling and disfiguring affliction. Particular sites of the body tend to be affected by this ailment; they include the scalp, the area over the elbows and knees, the lower part of the back, and the genitalia. Psoriasis also appears on the extensor surfaces of the arms and legs, on the scalp and ears, and over the sacrum and intergluteal fold. Bilateral symmetry is a feature of Psoriasis (Brunton, Chabner, Knollman, 2011). The disease may be associated with arthritis of multiple joints, causing crippling disability. The relationship between arthritis and psoriasis is not understood. Another complication is an exfoliative psoritic state in which the disease progresses to involve the total body surface (Brunton, Chabner, Knollman, 2011). Management The goals of management are to reduce the rapid turnover of the epidermis and to promote resolution of the psoriatic lesions. Thus, the goal is limited to control of the problem, because there is no cure (Brunton, Chabner, Knollman, 2011). The therapeutic approach should be one that the patient understands; it should be cosmetically acceptable and not too disruptive of life-style. It will involve a commitment of time and effort by the patient. First, any precipitating or aggravating factors are removed. Then as assessment is made of life-style, since psoriasis is significantly affected by stress. The patient must also be advised that treatment of severe psoriasis can be time-consuming, expensive, and esthetically unappealing at times. Treatment will begin with Vectical ointment (calcitriol) 3mcg/g, topical use only. Apply twice daily, once in the morning and once in the evening, the maximum weekly dose should not exceed 200 gram (National Institute of Health, 2012). Treatment will extend to eight weeks, with follow up in office at that time. Each gram contains 3 micrograms of calcitriol. Vectical should not be applied to the face, eyes, or lips. It should be used with caution in patients receiving medications known to increase calcium serum levels, such as calcium supplements, vitamin D supplements, and thiazide diuretics. Vectical may cause sunburn more easily, avoid the sun, sunlamps, or tanning beds while using Vectical ointment. Use a sunscreen or wear protective clothing when having to be outside for more than a short time (National Institute of Health, 2012). Vectical ointment is indicated for the topical treatment of mild to moderate plague psoriasis in adults eighteen years and older. Calcitriol (Vectical) contains 1,25-dihydroxycholecalciferol, the hormone active form of vitamin D3. Calcitriol 3-mcg/g ointment is similar in efficacy to calcipotriene 0.005-% ointment for the treatment of plague type psoriasis on the body and is better tolerated in intertriginous and sensitive areas of the skin (Katzung, Mastes, Trevor, 2012). Vectical contains calcitriol, which studies have shown to be fetotoxic, and should be used in pregnancy only if the potential benefits justify the potential risk to the fetus. It is not known if calcitriol is excreted in human milk. Because many drugs are excreted in human milk, caution should be exercised when Vectical ointment is used by nursing women. If the patient thinks she may be pregnant, they will need to discuss the benefits and risks of using Vectical ointment while pregnant (Katzung, Mastes, Trevor, 2 012). Patient Education Use only as directed, for external use only. Vectical is to be applied only to areas of skin affected by psoriasis. Vectical should be gently rubbed into the skin so that no medication remains visible. As you may sunburn more easily, avoid the sun, sunlamps, or suntan beds/booths while using Vectical ointment. Use a sunscreen with an SPF of 30 or greater; wear protective clothing when you must be outside for more than a short time (Brunton, Chabner, Knollman, 2011). All medications may cause side effects, but many have no, or minor, side effects. Minor skin discomfort at the application site is the most common side effect of Vectical ointment. Notify the medical provider if these side effects occur; rash, hives, itching, difficulty breathing, chest tightness, swelling of the face, mouth or lips, new or worsening skin irritation ( blistering, flushing, burning, severe discomfort, or redness), symptoms of hypercalcemia (weakness, nausea, confusion, constipation, excessive thirst, fast, slow or irregular heartbeat) (National Institute of Health, 2012). Treatment Plan Vectical (calcitriol) 3mcg/g, 100 G tube; twice daily. Follow up appointment in eight weeks. Laboratory testing to include calcium serum levels and hCG testing now and at followup visit. Additional laboratory testing to include skin biopsy for fungal infection. Patient education on use and precautions of medications, and supplements. Referral to psoriasis support group for emotional support and education. Differential Diagnosis Review of symptoms and history of working in the environment leads to questioning if the patient presentation is a case of Tine Corporis and Tina Capitis. As the patient was in an environmental area that is subject to large fungal growth and exposure to a wet climate increases the risks for fungal infestation, this is the differential diagnosis (Brunton, Chabner, Knollman, 2011). Tina capitis is a contagious fungal infection of the hair shafts. Microsporum and Trichophyton species are dermatophytes that infect hair. Clinically, one or several round patches of redness and scaling are present. Tinea Corporis or Tina circinata begins as an erythematous macule advancing to rings of vesicles with central clearing. The lesions appear in clusters, usually on exposed areas of the body. These may extend to the scalp, hair, or nails. As a rule, there is an elevated border consisting of small papules or vesicles. Coalescence of individual rings may result in large patches with bizarre scalloped borders. Use of a woods lamp will help in the diagnosis. The fungal infection will glow under the light. Skin biopsy will confirm the presence of fungal infestation (Katzung, Mastes, Trevor, 2012). References Brunton, L., Chabner, B., Knollman, B. (2011). Goodman Gilmans: The pharmacological basis of therapeutics (12 ed.). McGraw-Hill. Katzung, B., Mastes, S., Trevor, A. (2012). Basic Clinical Pharmacology (12 ed.). McGraw-Hill. National Institute of Health. (2012, January). Vectical ointment. Retrieved from U.S. National Library of Medicine: http://www.dailymed.nlm.nih.gov/dailymed/druginfo.cfm PubMed Health. (2012, November). Psoriasis. Retrieved from PubMed Health: http://www.ncbi.nlm.nih.gov/pubmedhealth/PMH0001470

Federal Reserve Open Market Operations Essay -- Economics Fed Market

Federal Reserve Open Market Operations SUMMARY The Federal Reserve's operating strategy for implementing monetary policy involves interest rate targeting through open market operations. The Federal Reserve does not utilize reserve requirements or the discount rate as part of this strategy. Open market operations involves the buying and selling of securities in the open market, in order to influence reserve balances. By manipulating reserve balances, the Federal Reserve can control the price of reserves in the market. The price of reserves is known as the Federal Funds rate. The Federal Funds rate is the interest rate banks charge each other for lending and/or borrowing reserve balances. This paper will discuss how the Federal Reserve implements a strategy of interest rate targeting through open market operations. Part I Introduction The Federal Reserve Bank is the central bank of the United States. In 1913, Congress created the Federal Reserve System to provide stability to the financial and monetary system. The Federal Reserve Bank (from here on, referred to as the "FED") has four main functions. They conduct monetary policy by influencing money supply in the economy, in order to maintain full employment, price stability, and promote economic growth. They regulate and supervise banking institutions to ensure the safety and soundness of the U.S. financial and banking system. The FED also provides financial and banking services to the U.S. Government, the public, and to financial institutions. And lastly, the FED maintains stability in the financial system by reducing systemic risks that may arise in the markets. The Federal Reserve System is made up of the Board of Governors and twelve regional Federal Reserve banks. The Board of Governors consists of seven members who are appointed by the President of The United States, and must be confirmed by the Senate. All seven governors are members of the Federal Open Market Committee (FOMC), and each vote on the conduct of open market operations. The network of twelve regional banks performs various functions, including; operating a nationwide payments system, distribution of currency and coin, supervising and regulating member banks, and serving as banker for the United States Treasury. The Federal Open Market Committee (FOMC) is a major part of the Federal Reserve... ... Trends - The Funds Rate Target and Interest Rates - September 1999. http://www.stls.frb.org/docs/publications/mt/1999/cover9.pdf - 12-13-99 Â · The Dwindling Power of Rate Cuts. http://www.nytimes.com/2001/10/03/opinion/03wed1.html October 3, 2001. Â · Another Rate Cut From the Fed. http://www.nytimes.com/2001/12/12/opinion/12wed2.html December 12, 2001. Â · Hess, Diane. 2001. Fed Paints Real Rates a Deeper Shade of Red. http://www.thestreet.com/markets/taleofthetape/10005186.html December 11, 2001. Â · Task, Aaron L., 2001. Cutting Spree May Dull Fed's Blade. http://www.thestreet.com/markets/aarontaskfree/10003583.html November 06, 2001. Speeches: Â · Meyer, Laurence H., 2001. Remarks by Governor Laurence H. Meyer. Before the National Association of Business Economics. The Federal Reserve Board. November 27, 2001. Â · Greenspan, Alan. 2001. Testimony of Chairman Alan Greenspan. Before the Joint Economic Committee, U.S. Congress. The Federal Reserve Board. October 17, 2001. Â · Greenspan, Alan; 2001. Testimony of Chairman Alan Greenspan. Before the Committee on Financial Services, U.S. House of Representatives. The Federal Reserve Board. July 18, 2001.

Cross Cultural Communication- Royal Dutch Shell’s Approach Essay

Shell has over 100 different nationalities in its employee population. In a global organization like Shell, people need to constantly work with people from other nationalities as part of expatriate assignments. We had a candid interaction with company’s global learning head Manojit Sen. We are elucidating few interesting points from the discussion. Global organisations like Royal Dutch Shell face the constant challenge of cross cultural communication both when dealing with external customer as well as in dealing with colleagues internally. Some of these are: Failure to Bond: Experience over years shows that customers like doing business who are like them. Equally Sales staff unconsciously look to do business with people they like and stay away from those they don’t like and bond with. The more pronounced the differences between two people, the slower the bonding process may be, especially if nothing is done to bridge the gap such as teaching people to communicate like à ¢â‚¬Ëœone of them’. Hence the fate of multi billion dollar deals in oil majors such as Shell may often be tested on the strength of the ‘liking’ factor. Stereotyping: Even with the best education, almost everyone consciously or unconsciously holds onto some unfair generalizations about a given group. Recognizing and overcoming negative beliefs that we may have had since childhood can be challenging. These generalizations come in the way of truly listening to views and building on the best of ideas which have the potential to take the organization forward. Assuming the same values: We all assume everyone shares the same values we do. This leads to judgments of what is right and wrong, acceptable and unacceptable. When the values are not actually the same, actions one party takes does not meet the expectations of the other leading to frustration, attribution of intent and breakdown of trust. â€Å"Token† syndrome: In big multinationals where consciously the numbers of different minority groups have been increased over the years, people from underrepresented groups may sometimes feel that they are in the spotlight due to their low numbers. Since their difference tends to make them stand out, they may believe that they receive unfair scrutiny. As a result, they may fear making mistakes or being perceived as receiving special treatment. â€Å"Protective Hesitation†: The cultural differences between a staff and his customer or colleagues from another  culture may lead both parties to view their relationship as less solid than other relationships with people from the same culture. To overcome this, people may tend to overcompensate and then fear that the response may appear to be ‘too cosy’ and subject to criticism. Making mistakes: Whether or not staff have had a lot of experience working with people from the customer’s or colleague demographic if it from a different culture, he may inadvertently say or do something that the customer or colleague finds offensive. It’s a lot easier to get past mistakes if both parties believe that the two have the same values and mindset. Cases where these type of issues have resulted in problems and ways in which these were handled include: 1. A Dutch project manager used to straight talking posted in UK’s North Sea Joint Venture upstream project upset the staff by telling them off on a few occasions to the point that the JV agreement was getting close to being called off. The Dutch manager had to be replaced despite his strong technical credentials and subsequent appointees were put through cultural awareness training before being sent off to this and similar JVs. 2. An Australian posted in India’s new retail operations to set up the Health, Safety, Security and Environment department was so frustrated by vendors promising to do everything and not meeting quality and timeline issues that he started to call them ‘liars’ on the face, alienating himself from the few vendors who were able to meet the quality specs of Shell. This disrespectful behavior and loss of face resulted in vendors refusing to work for Shell and consequent delays in commissioning of retail stations by over a couple of months, a stalemate that had to be broken by skillful negotiations by local managers. 3. In a virtual cross country project team working on implementation of a Retail network project months in China that had to deliver its implementation plan within 3 months, would have its team meeting every week. From the start the Chinese staff on the team were quiet. The Americans spoke the most. They believed they were contributing and the Chinese were not. It emerged after 8 weeks when a milestone was missed that the Chinese could not understand a lot of what the Americans were saying, let alone their jokes. The team lead was prompt to realize this  was a sign of impending disaster and promptly made official rules on talking time at each meeting so that everyone had his time, including time to ask clarifications and to recap what each understood. 4. A Danish IT staff was on a global SAP implementation project. Since she was reporting to a Singaporean manager, she would have to take calls early her morning. Sometimes she would have to join calls with US colleagues working on implementation issues. With work life balance being a very important aspect of the Nordic culture, she was direct about how she felt on a number of occasions. The manager had given her the flexibility to take time off during the day to make up for this but somehow this did not help and the Danish lady started missing calls and issues did not get addressed in time. She also did not check emails or even phone messages during the weekends. Issues started to get escalated and reached the point where the vendors implementing the ERP charged Shell for delayed decisions leading to having to rework project plans and consequent costs and delays. This became a performance issue that required the staff to be replaced by someone who was much more flexible – something that was needed during this critical stretch period. 5. The Shell team negotiating a significant gas deal in Middle East included only Europeans. The local Middle East team felt more comfortable with the American- Saudi Aramco team as it had more Middle Easteners. This was recognized in time and Shell’s team was revamped to include a few ‘local’ faces who could help break the ice and guage the local sentiments. With issues such as these multinational organisations need to work on many cross cultural issues which impact communication internally and externally. The are typically managed via the Diversity and Inclusion agenda. In Shell, the D&I agenda includes:   D&I education offerings.   Communication processes in the profiling of success stories and the sharing of good practices. Recruitment and retention efforts that focus on tapping into the top talent across diverse constituency groups. Development and mentoring of diverse staff from across the world. Building supportive/inclusive work environments. D&I  education: Shell has over 100 different nationalities in its employee population. In a global organization like Shell, people need to constantly work with people from other nationalities as part of expatriate assignments, or as part of x-country projects or as part of one’s role which may be global or regional in scope. Hence educating staff on nationality related cross cultural issues is an ongoing activity in Shell. Staff who get posted as expatriates to a foreign country are taken through cultural awareness sessions on the new country culture. They are also sponsored to learn the local language to help assimilate better. Staff put on x-country assignments are also helped with cultural awareness sessions so that they can understand what colleagues from other countries mean by what they say and by what they don’t. Supervisors who have from different countries are also encouraged to understand the cultural differences of countries of these staff. The Crossing Cultures course in Shell is designed to help people value differences and improve team working skills. The course aims to enable business and function staff to develop their cross cultural skills and to work more effectively, with virtual and multi cultural teams. Participants are expected to: Improve their sensitivity to others’ different needs and behaviours and adjusts own behaviours and communication style accordingly. Invites, respects and incorporates others’ different perspectives. Demonstrates a non-judgemental acceptance of different perspectives, behaviours and ways of working. Utilises cultural differences to improve outcomes. Actively supports efforts to build a more diverse and inclusive organisation. This course consists of a structured program of face-to-face and virtual learning, combined with workplace assignments and activities, knowledge sharing and networking. The course totals 16 hours; 8 hours virtual over 4 weeks and with a 1 day face to face in week 6 of the program.

Choice and the Characters of Sula

Toni Morrison’s Sula explores the power of choice and its importance in the course of human existence. Regardless of the fact that the African-American characters of Sula are of an oppressed nature, they forever maintain the freedom of choice. This theme of choice provides insight into the acquirement and personification of identity. Sula and Nel, the primary characters of the novel, are utilized by Morrison to highlight how personal identity is established at our own accord.For example, early on in the novel when Morrison is describing the childhood of Sula and Nel, both characters make the conscious decision to act according to their own ideas about the world: â€Å"In the safe harbor of each other’s company they could afford to abandon the ways of other people and concentrate on their own perceptions of things† (55). Nel eventually abandons this concept and assumes a role similar to her mother’s (that of respectable housewife,) but Sula remains this way throughout her life.Because of Sula’s disregard of others’ opinions, she is eventually looked down upon by the townspeople of the Bottom. The actions of these two characters present the question of whether unabashed decision-making is liberating or condemning in terms of social acceptance. Another question Morrison presents is whether we can choose to acknowledge our past or not. At the beginning of the novel, Nel is traveling to her great-grandmother’s funeral with her mother, Helene. Once they arrive, they come into contact with Nel’s grandmother, Rochelle.Rochelle is of Creole descent and makes a living by being an escort. Helene is quick to dismiss Rochelle: â€Å"’I don’t know,’ her mother said. ‘I don’t speak Creole. ’ She gazed at her daughter’s wet buttocks. ‘And neither do you’† (27). It is evident that Helene thinks that by refusing to speak the Creole language that she is also refusing to acknowledge Rochelle and, therefore, erasing her from her and her daughter’s past. With Helene and her behavior towards Rochelle, Morrison presents this question of whether or not we can choose which parts of our past are relevant to our current existence.Following the meeting between Nel and Rochelle, Morrison showcases that characters can choose not only to disregard their past, but also forces in the present that attempt to dictate an individual’s identity: â€Å"’I’m me. I’m not their daughter. I’m not Nel. I’m me. Me’†¦ ‘Me,’ she murmured. And then, sinking deeper into the quilts, ‘I want†¦ I want to be†¦ wonderful†¦ Oh, Jesus, make me wonderful’† (28). Nel realizes that she can make the choice about who she wants to be and about her own identity. She denies her identity being determined by her parents or her heritage.Morrison also highlights how characters utilize the freedom of choice to deter their fears of the unknown future. For example, Shadrack makes the choice to control the uncontrollable after he experiences a mental breakdown during his time in the war: â€Å"It was not death or dying that frightened him, but the unexpectedness of both. In sorting it all out, he hit on the notion that if one day a year were devoted to it, everybody could get it out of the way and the rest of the year would be safe and free. In this manner he instituted National Suicide Day† (14).Instead of letting his life be dictated by outside forces, he chooses the path his life will take by seeking power over what terrifies him the most. While every character in Sula makes a choice of some kind, there is one character who was seemingly denied the luxury of choice and that was Eva Peace: â€Å"The children needed her; she needed money, and needed to get on with her life. But the demands of feeding her children were so acute she had to postpone her anger for two years until she had both the time and energy for it† (32).Eva’s choice was made by the circumstances of her life and the lives of her children. Later on in the novel, Eva denies Plum Peace, her son, the choice to redeem his wayward ways. She sets him on fire after she discovers he has a heroin addiction following the war. In contrast to Eva and her lack of choice in providing for her family by any means necessary, Nel’s husband Jude did possess the power of choice and chose to abandon his family following an affair with Sula: â€Å"’Every man I ever knew left his children. ’ ‘Some were taken. ’ ‘Wrong, Nellie.The word is left’† (143). Morrison uses this conversation to highlight the stark contrast between Nel and Sula and their diverging beliefs in the freedom of choice. Sula maintains that Jude chose to leave his family while Nel argues that he had no choice in being taken away following his shame abo ut the affair. Morrison also portrays how characters make choices based on personal perceptions: â€Å"But thinking Sula had an odd way of looking at things and that her wide smile took some of the sting away from that rattlesnake over her eye† (68).Jude articulates the notion that we can choose how we see things and this can impact the way others see us. Many of the townsfolk of the Bottom perceive Sula as evil based on the appearance of her scar. Morrison’s detailed description of the various images people imagine the scar to be showcases how each individual has the personal power to choose how to view others. While one person may perceive the scar to be a treacherous snake, another perceived it to be a smudge of dirt or a butterfly wing.It is in Sula that readers are presented with various notions regarding the power of freedom of choice. Sula poses the question of what earthly forces influence choice and it also showcases how the power of personal decisions dictate our lives and identities. With Nel and Sula, readers are provided apt character studies in the ramifications of choice. Morrison also presents the rationale behind what actions classify as â€Å"good† and â€Å"evil† when choosing our moral paths in life. Sula is portrayed as â€Å"evil† simply because she chooses her own path, regardless of social norms.In contrast, Nel is considered â€Å"good† because of her ability to assume the role society casts her in, whether it be faithful wife or doting mother. In the end, we come to realize that Sula’s â€Å"careless choices† dictated the prosperity of the town and the behavior of the townsfolk. In her absence, the Bottom and the townspeople suffer from their careless choices that were previously held at bay because of Sula’s presence. Morrison presents the notion that we always possess the power of choice, but whether our choices will be viewed as good or evil is in the hands of others.