Ferrera Essay Example For Students

Ferrera Essay Who is the Duke of Ferrara?It is more difficult for some to mask their personality traits than others. Even though the Duke of Ferrara, in My Last Duchess, a poem by Robert Browning, attempted to conceal his traits he could still be seen through. In the midst of a party, the duke steps aside for the negotiation of an alliance. The more the duke aims to cover his traits the more apparent they became. The duke did not intend for his arrogance to be shown as much as it was. The poem had an arrogant tone. He made a point to put emphasis on himself or I. The extra comment since none puts by the curtain I have drawn for you, but I was not required. He felt the gift of a nine-hundred-years-old name should not be equal to lesser gifts from others. The one trait that was the most apparent was his possessiveness. The first line sums it up with, Thats my last Duchess painted on the wall. It would have been just as simple to say, look at the painting on the wall. As they are returning to the party the duke is sure to point out more of his expensive artwork. The first thought of his shrewdness is the whereabouts of his last duchess. He never mentions her location. Questions of her death, banishment, or incarceration come to mind. When the duke could not handle the smiles anymore, he ordered them to cease. The smiles stopped. All the effort put into hiding his personality was useless. He was transparent. No matter how much energy is put into hiding ones personality, the true person will always be seen.

Liquidity and Profitability Business Management †MyAssignmenthelp.com

Question: Discuss about the Liquidity and Profitability Business Management. Answer: Introduction In the given case, there is a sole proprietorship business at Kota Kinabalu area. The business is dealing in the groceries item. As an owner, different business requirements and the source of business is required. The bried description of the business, its products/services, location/address has been given. Besides that, the manpower it employs and the detailed source and types of documentation that is required in cost of goods sold, sales, payment and receipts have been shown. A detailed report of these have been given below(Alexander, 2016). The name of the grocery store will be A Z Grocery Store and the main reason for selecting such a name for the business is that all the types of the grocery material would be available at the store be it food material or fruits or vegetables. It also consists of frozen food, stationery, bakery items, health and beauty products, beer, wine and liquor, baby care products, dried food items, cosmetics, diet foods, etc(Goldmann, 2016). The business is located in Kota Kinabalu area of Malaysia. It is the capital of Sabah state which is the northern part of Borneo Island. The shop is situated in the middle of the market which is assessible to the people residing all around the city. The shop is open 6 days a week from Thursday to Tuesday and half a day on Wednesday. Full address of the shop is mentioned below: Payment to workers: Documentation There are 2 workers who are being employed in the shop. They are being paid RM 1200 per month towards the end of every month. The main documentation which is required at the point of time of payment of salaries is the Salary slip, the format of which is mentioned below. Besides this, all the details pertaining to a particular employee is already being maintained in the master file as to the no. of days of attendance, the salary package, the family details, the identity card, etc. The payment is done through cash or bank as per the convenience. There are various types of transactions which happen during the course of the business. Some of these are cash or credit prurchases, return outwards and inwards, carriage inwards and outwards, insurance, cash and credit sales, payment to creditors and other 3rd party vendors, receipts from the debtors and revenue recognition. There are numerous other transactions which cannot be limited to a fixed number. The documentation required for the following mainly include the invoices for sale to customers, credit and debit notes, bills for all the types of expenses, payment voucher for vendors, bill of entry in the of imports and exports, etc. Some of these are shown below. The month which has been considered here for the purpose of the documentation is March. References Alexander, F. (2016). The Changing Face of Accountability. The Journal of Higher Education, 71(4), 411-431. Goldmann, K. (2016). Financial Liquidity and Profitability Management in Practice of Polish Business. Financial Environment and Business Development, 4, 103-112. Retrieved from https://doi.org/10.1007/978-3-319-39919-5_9

Foundations Management

Introduction The external environment of an organization plays an important role when it comes to the strategic management of an organization’s activities. While many managers focus on the various internal dimensions of an organization, they rarely place the same emphasis on the external environment which is usually at times dynamic, fast-changing and volatile.Advertising We will write a custom essay sample on Foundations Management specifically for you for only $16.05 $11/page Learn More The external environment of an organization is usually made up of the political, economic, social and technological factors which in one way or another affect the functions and operations of an organization (Witcher and Chau 2010). An analysis of these factors is important for an organization as it will allow the managers to develop strategies that will allow the organization to deal with any changes that might exist in the external environment. Strategy which is an important part of a company’s operations refers to the means used by the company to achieve the long term objectives and goals that have been set. Strategies are the actions which are used by managers to direct the functions of employees so that the goals and objectives of the organization can be achieved. Strategies are important for an organization because they affect the long-term prosperity and functionality of the organization (Goldman and Nieuwenhuizen 2006). Managers have to develop strategies that are future oriented to ensure they reflect the vision of the company. Because of the multifunctional consequences they have on business operations, the internal and external factors have to be considered when developing suitable strategies for the organization (Mason 2007). Many studies have been conducted on the factors that make up the external environment of an organization (Canzer 2006) as well as strategic management for company managers (Sadler and Craig 2003). The re however exists limited research on the relationship between these two aspects.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The current research will seek to review previous and current research that will shed more light on the relationship that exists between an organization’s external environment and the strategy developed by the organization to achieve its long term goals. The study will provide a review of the existing research conducted on the relationship between external factors and organizational strategy. Basic information on Strategy and Environment Based on the classical Chandlerian view developed by Chandler in 1962 on organizational strategy, structure and the environment, Chandler was able to note that the environment of an organization determined the strategy that would be formulated by the organization’s players which in turn determined the structure of t he organization. Chandler basically proposed that environment, strategy and structure were concepts that were directly related to each other. However this line of thought changed with modern researchers such as Hall and Saias and Whittington et al (1999 cited by Wiegl 2008) who noted that strategy, structure and environment were different constructs. The above mentioned researchers were able to note that the existing inter-organizational structures determined the type of capacity an organization had to develop specific strategies that would reflect the conditions of the external environment. The researchers noted that both strategy and structure were usually influenced by the external environment. Managers therefore had to adapt their decisions to reflect the goings on of the external environment thereby ensuring that the internal environment of the organization was able to respond to the external environment of the organization. Miles and Snow, Pfeffer and Salancik, Mintzberg and S tarbuck who all conducted their studies on the relationship between the environment and strategy in the 1970s were able to argue that the environmental conditions of an organization had to be taken into account when investigating the types of strategy that existed within an organization (Weigl 2008).Advertising We will write a custom essay sample on Foundations Management specifically for you for only $16.05 $11/page Learn More Scholars in the field of strategic management have been able to conceptualize the external environment of an organization as one of the major constructs that can be used to understand the strategic management activities of an organization. According to Hall and Tolbert (2005 cited by Weigl 2008) the environment of an organization is referred to as any external or internal phenomena that influences the performance of an organization. The external phenomena include factors such as political, socio-cultural, economic and technologic al factors while the internal phenomena included factors such as the employees, organizational structure and managers of an organization. These phenomena according to Hall and Tolbert played an important role in strategy decision making within an organization. Hall and Tolbert noted that the internal and external factors that affected the performance of a business pointed to the fact organizations in general do not exist in a vacuum. The factors that existed in the organization’s environment were usually used to develop the strategy of the organization and these factors fell into the three environments of an organization which include the macro-environment, the operating environment and the internal environment (Wiegl 2008). The factors that exist in the macro environment include economic, social, political and legal factors while the factors that exist in the operating environment include regulatory agencies, competitors, customers and stakeholders of the company. The factor s that exist in the internal environment include trade unions, board of directors, employees and the managers of the company. These factors have proved to be important when developing strategies and strategic decisions that will be used by the organization in its operation.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Previous documented research from scholars such as Ansoff, Lawrence and Lorsch who all conducted their studies in the 1960s have been able to reveal that there is a contingent relationship between the environments of an organization and strategic decision making (Weigl 2008). Strategic management scholars such as Lenz and Engledow (1986 cited by Weigl 2008) were able to note that the type of strategic plan adopted by an organization had the ability to influence the external environment in which the organization operated in. Such a theoretical perspective meant that the creation and alignment of strategic decisions was a recurring process for organizations that were directly in contact with their environments. According to researchers such as Tan and Tan (cited by Weigl 2008), the recurring interaction that took place between an organization’s environment and strategic adaptation was conceptualized as a continuously evolving cycle of the interdependence between environment and strategy. Relationship between the External Environment and Strategy As mentioned in the introductory part of this discussion, there exists abundant research on the external environment of an organization as well as strategy and strategic management which are all important concepts to an organization. There have been however limited studies that have been conducted to explain the relationship that exists between the two. The most recent research conducted on this relationship is that done by Mason (2007) who was able to analyze the effect an organization’s external environment had on the development of strategy and strategic operations that would guide the business performance of the organization. Mason (2007) primarily focused on the impact of the external environment on the choice managers made when developing strategic management activities. The findings of his study revealed that companies which operated in dynamic, volatile and rapidly changing external environments nor mally developed fast and radical strategies that would respond to this type of external environment. In the case of organizations that operated in less turbulent external environments, Mason (2007) was able to note that organizations developed adaptive and less disruptive strategies that would respond to such an environment. Wong (1991) who is among the few researchers to conduct a study on the relationship between the external environment and organizational strategy focused on how organizational strategies developed for manufacturers in the United States could be adapted to reflect the external environment. Wong (1991) focused on the marketing, production, financial, distribution and logistical operations of the companies to ascertain whether the strategies developed for these functions were adapted to suit the external environment. The findings of his study revealed that these operations were mostly affected by a dominant factor that existed in the external environment which was c ompetition from foreign manufacturers. The companies understudy were able to develop organizational strategies that would be able to accommodate foreign competition. Wong (1991) was able to note that while the manufacturing companies operated in the same industry, they had differing perceptions on the factors that exist in their external environments. They all however maintained that the external environment affected the strategic operations and activities of an organization. Voiculet et al (2010) were also able to conduct a study on the impact of the external environment on the organizational development of strategy. The researchers were able to note that the actions of factors which make up the external environment had a direct and indirect effect on the formulation of strategy within the organization. They were also able to note that an analysis of the external environment provided important information on how strategy formulation within an organization could be conducted. Viocul et et al (2010) identified the two important external environments that affected how an organization’s managers developed their strategies and these were the macro environment and the operating environment of an organization. As mentioned earlier the external factors that exist in the macro environment include economic, social, political and legal factors while the factors that exist in the operating environment include regulatory agencies, competitors, customers and stakeholders of the company. These factors according to Vioculet et al (2010) proved to be important when developing strategies and strategic decisions that would be used by the organization in achieving organizational objectives and goals. Influence of the External Environment on Strategy Prescott in his 1986 study was able to provide important evidence on the way the external environment of an organization influenced strategy formulation and strategic management within organizations. Prescott (cited by Burke 20 11) was able to note that the perceptions that most organizational executives had of the external environment directly affected their strategic decisions. For example if the managers had a perception that the external environment was going to be volatile at a future date based on current conditions, they would develop strategies that would allow the organization to adapt quickly to these environmental conditions. They therefore had to incorporate external conditions when making important strategic decisions that would determine the direction the organization would take in the future. Plohart et al (2006) noted that how an organization perceived its external environment with particular focus on its strengths, weaknesses, opportunities and threats influenced the type of strategy that the organization’s managers were likely to pursue in that type of environment. The researchers focused on how the external environment affected the staffing needs of organizations where past resear ch revealed that staffing was a by-product of the strategy formulation process. According to research conducted by Snow and Snell in 1993 (cited by Plohart et al 2006), organizations that operated within fast-changing and dynamic environments were forced to develop strategies that would allow them to adapt quickly to the prevailing conditions. Based on Hall and Tolbert’s 2005 study, the interdependence that existed between strategy and the external environment demonstrated the type of mutual and dynamic relationship that existed between these two concepts. Scholars such as Weick (1969 cited by Weigl 2008) explained the strategy-environment relationship by calling it the environmental enactment relationship meaning that organizations had to respond to the external environmental conditions for them to generate suitable strategic choices. Such a reciprocal perspective offered an assumption that change within an organization was not an outcome of managerial adaptation or environm ental selection, but it was rather a result of the external environmental and also the strategic adaptation chosen by the organization (Weigl 2008). Consequently, scholars of strategic management noted that the strategy and environment of an organization were constructs that were related. Recent studies such as those done by Chan et al in 2006 on the strategy-environment relationship were able to reveal that alignment within an organization played an important role in adapting an organization to the external environment. Chan et al were also able to note that organizations that operated in transition economies saw the influence of the external environment as an important asset especially when developing highly constrained and complex strategic decisions. The external environment played an important part in influencing the type of strategic decisions that would be made by managers and other decision making authorities within an organization (Weigl 2008). Conclusion This review has fo cused on determining the type of relationship that exists between the external environment of an organization and its strategy. The review conducted on various literature and academic sources has been able to reveal that there exists a direct and indirect relationship between the two concepts. The review has revealed that when formulating strategies, the strategic decision makers of an organization have to analyze the conditions that exist in the internal and external environment to ensure that the organization is able to adapt its operations to reflect those in these environments. The strategy-environment relationship is therefore important for an organization when it comes to making strategic choices. References Burke, W.W., (2011) Organization change: theory and practice. Thousand Oaks, California: Sage Publications. Canzer, B., (2006) E-business: strategic thinking and practice. Boston: Houghton Mifflin Company Goldman, G., and Nieuwenhuizen, C., (2006) Strategy: sustaining comp etitive  advantage in a globalized context. Cape Town, South Africa: Juta and Company Mason, R.B., (2007) The external environment’s effect on management and strategy: A complexity theory approach, Management Decision, Vol. 45, No. 1, pp.10 – 28 Plohart, R.E., Schneider, B., and Schmitt, N., (2006) Staffing organizations:  contemporary practice and theory. New Jersey: Lawrence Erlbaum Associates. Sadler, P., and Craig, J.C., (2003) Strategic management. London: Kogan Page Vioculet, A., Belu, N., Parpandel, D.E., and Rizea, I.C., (2010) The impact of external  environment on organizational development strategy. MPRA Paper No. 26303. Available at:  https://mpra.ub.uni-muenchen.de/26303/1/MPRA_paper_26303.pdf Weigl, T., (2008) Strategy, structure and performance in a transition economy. Frankfurt, Germany: Gabler-Verlag Springer Science. Witcher, B.J., and Chau, V.S., (2010) Strategic management; principles and practice. Hampshire, United Kingdom: Cengage Learnin g Wong, Y.Y., (1991) Adapting organizational strategies to evolving environment: a  multiple-case study of United States apparel manufacturers. Paper AAI9219393, Lincoln: University of Nebraska This essay on Foundations Management was written and submitted by user Lilliana Clay to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Math Checkup Unit 1 Lesson 3 Essays

Math Checkup Unit 1 Lesson 3 Essays Math Checkup Unit 1 Lesson 3 Essay Math Checkup Unit 1 Lesson 3 Essay Essay Topic: A Lesson Before Dying Linear Functions Answer the following questions using what youve learned from this lesson. Write your responses in the space provided, and turn the assignment in to your instructor. 1. What is the slope of the line in the graph below? Show your work. Answer: To find out the slope, you must first take two separate points on the graph, such as (-5,-1) and (0,1). Then, it’s a simple matter to use the equation [pic] to find the slope: [pic]= [pic] 2. What is the slope of the line represented by the table of values below? How do you know? |x |y | |-2 |3 | -1 |4. 5 | |0 |6 | |1 |7. 5 | |2 |9 | Answer: By taking two different (x,y) values from the table and using the [pic] formula, we can easily find the slope. For example, let’s use (-2,3) and (0,6): [pic]= [pic] 3. Which of the following graphs could be the graph of y = 4x 5? Circle the letter of your answer(s) and explain your choice(s). a. b. c. d. 4. Write the equation of the line that passes through the points (3,7) and (-1,2) in: The slope is [pic]=[pic]=[pic] a. Point-slope form -2=[pic](x+1) b. Slope-intercept form y=[pic]x+[pic] 5. What is the slope of a line that is perpendicular to [pic]? Show your work. Answer: A line perpendicular to y=[pic]x would have a slope that’s the reciprocal of the slope to y=[pic]x. So the answer is [pic]. 6. Write the equation of a line passing through (0,6) and parallel to the line [pic]. Answer: y=[pic]x+6 7. Which of the following tables of values could have been generated by a linear function? How do you know? a. |x |y | |-2 | -3 | |-1 |-5 | 0 |-7 | |1 |-9 | |2 |-11 | b. |x |y | |-2 |1 | |-1 |3 | |0 |6 | |1 |10 | |2 |15 | c. |x |y | |-2 |1 | |-1 |1 | |0 |1 | |1 |1 | |2 |1 | Answer:Table A is a linear function, since it has an even distribution in both its x and y values. Table B is NOT a linear function, since it doesn’t have an even distribution in its y values. Table C is a linear function, since it has an even distribution in both its x and y values. 8. For each table in #7 that could have been generated by a linear function, calculate the slope of the line produced by that function. Answer: The rise over run formula [pic] shows the slope of a function table. Table A has a slope of [pic]= [pic]= -2. Table C has a slope of [pic]= [pic]= 0. 9. The cost of hosting a dinner in a particular restaurant is given by y = 18. x + 250, where x is the number of people at the dinner and y is dollars. What is the slope of this function? What does it mean in the context of the problem? Answer: The slope is 18. 5. It means that each person that attends costs $18. 50. 10. The cost of hosting a dinner in a particular restaurant is given by y = 18. 5x + 250, where x is the number of people at the dinner and y is dollars. What is the y-intercept of this function? What does it mean in the context of the problem? Answer: The y-intercept is 250. This means that you must pay $250 BEFORE you pay for each guest’s meal. 11.Write the equation of the line that is parallel to the x-axis and goes through the point (1,4). Answer: y=4 12. Does the point (2,6) lie on the line that connects (1,4) and (0,3)? Explain. Answer: The equation for the slope of (1,4) and (0,3) is y=x+3. Just plug (2,6) into the equation: 6=2+3? No. 6=/=2+3 So, no. (2,6) does not lie in the line that connects (1,4) and (0,3). 13. Which of the following pairs of lines are perpendicular? How do you know? Perpendicular? a. [pic] and [pic]No. Their slopes are NOT negative reciprocals. b. [pic]and [pic]Yes. Their slopes are negative reciprocals. c. [pic]and [pic]No.Their slopes are NOT negative reciprocals. 14. Jeremy uses the linear function G = 12h + 50 to represent the grade, G (in points out of 100), that he can earn on an exam as a function of h, the number of hours he spends studying for the exam. a. Identify the slope and y-intercept of Jeremys function and explain what they mean in the context of the problem. The slope is 12 and the y-intercept is 50. This means that Jeremy’s score, if he didn’t study, would be 50. However, for every hour he studies, his score will go up 12 points. b. If Jeremy spends 3 hours studying for the exam, what grade does he expect to earn?Show your work. G = 12(3) + 50 = 36 + 50 = 86 Jeremy can expect to earn 86 points on the test if he studies for 3 hours. c. How many hours should Jeremy study if he wants to earn a perfect score on the exam? Show your work. 100 = 12h + 50 50 = 12h h = 4 hours, 10 minutes. 15. Suppose that demand, D, for a particular product is given by the function D = 100 2p, where p is the price in dollars of the product and D is the number of products that can be sold at that price. a. What does the slope of this function mean in the context of the problem? The slope shows that for each dollar the price increases, two less items will be sold. b.What price should be set in order to sell 75 items? Show your work. 75 = 100 2p 2p = 25 p = $12. 50 The price should be set as $12. 50 to sell 75 items. 16. Temperature may be given in degrees Celsius or in degrees Fahrenheit. The freezing point of water is 32(F or 0(C. The boiling point of water is 212(F or 100(C. a. Write the equation of a line that shows the relationship between degrees Fahrenheit and degrees Celsius. C=[pic](F-32) b. What is the temperature in Fahrenheit when it is 17oC? 62. 6 Fahrenheit c. What is the temperature in Celsius when it is 79oF? 26. 1 Celsius 17. Write at least three different expressions that mean slope. Answer: Slope=[pic]=[pic]=[pic] 18. In order to write the equation of a line, what two pieces of information do you need? (Hint: there may be more than one answer to this question. ) Answer: You must know both the slope and y-intercept to write the equation of a line. 19. The cost of manufacturing soccer balls is given by C = 24,000 + 7x, where x is the number of soccer balls produced. a. What is the slope of this equation and what does it represent in the context of the problem? The slope is 7, and that means each soccer ball costs $7. b. What is the y-intercept of this equation and what does it represent in the context of the problem?The y-intercept is 24,000, and it means that you have to pay $24,000 BEFORE making any soccer balls. c. If a manufacturer wanted to spend less than $30,000 to produce soccer balls, what is the maximum number of balls that can be produced? Show your work. 30000=24000+7x 6000=7x 857. 14=x The maximum number of soccer balls that can be made without spending above $30000 is 857. 20. Write the equation of a line that is parallel to the line connecting (2,5) and (-1,-4). Answer: y=3x+5 This is the only line with a negative slope and a negative intercept.

Philosophy of mind Essay Example | Topics and Well Written Essays - 1250 words

Philosophy of mind - Essay Example It critically analyzes some of the arguments in favor of and against this perspective as well as its relationship with epiphenomenalism and implications on the immortality of the soul. Most proponents of dualism concur that the soul and the mind are the same but are different from the physical brain and its processes. There is a section of dualists who perceive the mind as an emergent material of the physical brain. Known as property dualists, they assert that though the mind is dependent upon the brain, it is not the same as the brain or its functions (Baker & Morris, 2013). The concept of dualism is often credited to Rene Descartes although he is not the origin of the concept precedes him. Classical dualism theories have existed since the creation. The Bible and most religious books teach about the nature of the soul (or mind) as separate and distinct from the physical body and brain. If we believe in the dualistic philosophy that the universe is not restricted to matter, then there is relatively strong evidence (scientific and rational) that supports body-mind dualism. The most challenging problem that dualism seems to solve is the relationship that exists between the apparently immaterial mind and the material body. In the subsequent section, this paper looks at some arguments for and against dualism. In the modern conception of the mind-body problem, Descartes’ approach is used to explain the distinct nature of the mind and body. A dualist can argue that while the body can be seen by anyone interested, the mind is private and cannot be explored by another person. The nature of the mind is difficult to comprehend even for the person who holds the mind. ‘Intentionality’ is another relatively modern explanation for the apparent difference between the body and soul. Dualism argues that while the mind possesses intentionality, the body lacks this property. Mental processes are about certain things and concern concepts, places

Content analysis Essay Example | Topics and Well Written Essays - 500 words

Content analysis - Essay Example Net energy output comprised ethanol and co- product energy credit less energy inputs. Analysis was conducted on the life trends of corn ethanol systems leading to mainstream of United States power to approximate greenhouse gas release and energy efficiencies on the foundation of restructured standards for crop managing and output, biorefinery process, and co-product consumption. Direct consequence greenhouse gas release was projected to reduce as compared to gasoline. A graph of Biorefinery thermal energy efficiency in corn production against previous tears estimates were compared. Another graph of new energy yield against greenhouse gas emissions indicated a reduction of corn-ethanol systems. Charts to show regional variability in the corn ethanol system performance were used. Greenhouse gas reductions expected in this research permit a greater buffer for addition of circumlocutory effect land utilization and adjustment emissions whereas still attaining regulatory greenhouse gas reduction targets. These results corn-ethanol suggests that systems have substantially greater potential to mitigate greenhouse gas emissions, as well as reduction of overdependence on imported petroleum for transportation fuels. An advanced closed-loop biorefinery with anaerobic digestion abridged greenhouse gas release and improved the net energy ratio. The research found that instead of being controlled by the customary models to measuring intangibles, through modern greenhouse gas coverage frameworks, a better open method is established which would advance the suitability and apply the worth of use and gas renewal

What is a wireless pineapple and how does it work Essay

What is a wireless pineapple and how does it work - Essay Example akes the attacker capable of pulling a number of tricks.Wifi Pineapple Mark V is Equipped with 2 radios it can work in client mode meaning it can piggyback on a nearby WiFi network and bridge the victims connections .Hak5 focuses on making easily accessible, affordable and infinitely expandable wireless hacking tools. Since 2008 the WiFi Pineapple has been serving penetration testers, law enforcement, military and government with a versatile wireless auditing platform for almost any deployment scenario.† (Mark, 2014) The wireless pineapple works in a unique way. Normally, any wireless devise would try to connect to the previous or last websites that were used. The Karma method often sends out probe request to want information from a specified point by SSID or access points that are specified by the broadcast SSID.The correct access point-AP,will always probe a response in which the client will initiate an association thus connection to home networks. However, a malicious device can break the code based system making the pineapple to responds to whatever AP the device has asked therefore deceiving it into believing they are home. This will make the attackers to access the information that they are not supposed to view. The WIFI pineapple is subjected to numerous risks. Ordinarily, the honey pots are usually set to get the traffic of the browser. When an individual sends data using the attackers system he or she opens herself to sslstrip risks. This sslstrip often rechannel the HTTPS traffic to HTTP equivalent thereby opening way to attackers. However, these risks can be mitigated using the following ways: (Anonymous, 2012) V. PineAP.This is "the next-gen rogue AP". This reduces Karma attack by sending Broadcast probe request only instead of all the SSIDs.This enables the APs to with a beacon with the information they are broadcasting. This enables the customer to decide on the one to connect to making it secure. The PineAP has several modules that make it to