Vichy France and Eisenhower

Eisenhower’s moral reasoning in handling the Darlan situation involved several key principles of a ‘traditional ethic’ for the military profession. Specifically, Eisenhower demonstrated ‘service to country subordinating personal interest to mission accomplishment’ and ‘promoted and safeguarded the welfare of subordinates’ in making decisions regarding this politically sensitive case. Eisenhower was well aware going into the Torch campaign of the strategic significance of allied victory in the early stages of the war.The potential for French reaction and Vichy government resistance to invasion of their North African colonies was all too real. Eisenhower clearly understood that Darlan would be a key strategic ‘center of gravity’ for controlling potential Vichy resistance. As Churchill noted, â€Å"Kiss Darlan’s stern if you have to, but get the French Navy†(page 354). As a result, the Darlan deal Eisenhower orches trated resulted in a cease-fire agreement between French and Allied forces in exchange for appointing Darlan as military governor or high commissioner of North Africa, much to the outrage of the British and American governments.In analyzing Eisenhower’s moral reasoning in getting to such a deal, there are two specific principles of the ‘traditional ethic’ to consider. The first is the principle of service to country where personal interests are subordinate to requirements of the profession and to mission accomplishments. Eisenhower was given orders from his civilian bosses, to include FDR, to ‘use whatever means necessary to resolve the French problem’. He accordingly knew that Darlan, once the Giraud option failed, was his only option.He understood the decision on the deal would be politically controversial but that to accomplish the mission, it was necessary. In this case, Eisenhower demonstrated the moral courage to make a tough decision where â⠂¬Ëœleadership would not equate to likership† and he expected that criticism would ensue. The second moral principle Eisenhower demonstrated was to promote and safeguard the welfare of his subordinates as persons, not merely asSoldiers, Sailors or Airmen. Here Eisenhower kept in mind what he needed to do to save the lives of his men, not the careers of statesmen. He maintained a Soldier’s perspective, not a political perspective. With regards to Darlan, he knew â€Å"this guy can stop the fighting and nobody else can† (page 355). He also understood that winning the favor of Darlan would directly impact the success of Torch by allowing uncontested access to key terrain and facilities.For example, he knew that use of airfields at Tunis and Bizerte, both French controlled, would help achieve overarching goals in North Africa and again save the lives of his men. On the surface, Eisenhower’s actions in handling the Darlan deal may point to poor and hasty decisi on making from a novice Allied Commander early in the war. Further analysis reveals Eisenhower’s skills and ethical reasoning were largely at play. Ultimately, he believed the deal would save the lives of his men, accomplish the mission and he was willing to assume risk and accept blame for it.

Holden Account Management

efox Account Plan Account: ANZ Operations and Technology Pvt Ltd Total WSP Revenue: $40,000 Total CDSP Revenue: $0 Sales Professional: Amit D Bhattacharya 29/11/2010 Page 1 of 12 efox by Holden International www. holdenintl. com efox Account Plan Corporate Goals & Initiatives Corporate Goals: undefined Corporate Initiatives: undefined 29/11/2010 ANZ Operations and Technology Pvt Ltd Page 2 of 12 efox by Holden International www. holdenintl. com efox Winning Sales Plan Account: ANZ Operations and Technology Pvt Ltd Opportunity: NPLC Bangalore-Mumbai Value: $40,000 Close Date: May 11 2010 Sales Professional: Amit D Bhattacharya Sales Prediction Opportunity is closed 29/11/2010 Page 3 of 12 efox by Holden International www. holdenintl. com efox Winning Sales Plan Discovery Expanded Opportunity Analysis Solid Emerging Weak Non-existent Excellent Good At parity Marginal Bad Disadvantaged Tentative Disconnected Severely at Risk Strong Growing At Risk Nov 29 2010 Dominant Secure Value Premise Business Quality Competitive Strength Political Alignment Summary Can We Add Value? – Value Premise Client Involvement in Value Discovery Business Impact -11 0 Driving Mechanism Measurability -3 -4 -3 0 -3 0 -15 -4 Should We Pursue? – Business Quality Geography/Resourceable Funding Risk Assessment Future Value to Us 0 0 0 Time frame Client Competence Profitability to Us 0 Can We Compete? – Competitive Strength Solution Compatibility Client History Philosophical Alignment 0 0 Competitor's Solution Compatibility Competitor's Client History -4 -3 -4 -27 -4 -3 -56 Competitor's Philosophical Alignment -4 Are We Politically Aligned To Win? – Political Alignment Decision-Making Process Leverage Political Leverage Appropriate Executive Sponsorship Established Momentum -4 -4 -4 0 Competitor's Decision Process Leverage -4 Competitor's Political Leverage Competitor's Approp. Exec. Sponsorship -4 Competitor's Established Momentum Total Score 29/11/2010 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 4 of 12 efox by Holden International www. holdenintl. com efox Winning Sales Plan Establish Value Value Statements Sharath S, Lead – Technology, O We can provide the ethernet link as needed by you to reduce the choking and proper running of the applications as the current bandwidth is choked. Critical Business Issues Traffic is very high on the existing link which leads to choking Area of Improvement Upgrading of the bandwidth capability in the existing link Business Impact Credibility Need to release the choking and Track record of having provided the IT applications will run more similar links to Sonata Software, smoothly IBM etc Value Proposition Beginning April 28th 2010 as a result of the new link from TTSL, ANZ Operations and Technology Pvt Ltd will be able to effectively increase the bandwidth on the existing link resulting in effective removal of the choking for proper running of the IT applications with the economic payback of increased productivity of employees. We will document our delivered value by **. 29/11/2010 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 5 of 12 efox by Holden International www. holdenintl. com efox Winning Sales Plan Competitive Strategy Differentiation Analysis Our Strategy Competitor Strategy for Strategy Coaching Prompt 29/11/2010 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 6 of 12 efox by Holden International www. holdenintl. com efox Winning Sales Plan Political Support Support Base Map MV VM RP SS VB RP Ravi Pangal, Head – Transitions, E Agenda: Contribution: VM Viswas M, Head – IT strategic Sourcing and asset Management, M Agenda: Contribution: VB Vaidyanathan B, Manager Facilities, O Agenda: Contribution: MV Mahendran V, Head – IT Infrastructure, M Agenda: Contribution: SS Sharath S, Lead – Technology, O Agenda: Contribution: 29/11/2010 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 7 of 12 efox by Holden International www. holdenintl. com efox Winning Sales Plan Ravi Pangal, Head – Transitions, E Agenda: Contribution: Fox Evaluator 2 3 4 5 6 7 8 9 10 Ravi Pangal has exerted influence outside of his or her organizational authority Ravi Pangal has knowledge of his or her company's mission and business goals, as evidenced in his or her working to directly or indirectly advance them Ravi Pangal is an effective risk taker, in terms of his or her ability to assess and manage risk Ravi Pangal demonstrates integrity, in terms of not being willing to compromise his or her company or individuals within the Power Base to advance his or her own aspirations Ravi Pangal is a good listener Ravi Pangal can appropriately and successfully work in exception to company policy Ravi Pangal influences important decisions before they are formally made Ravi Pangal has a close relationship with others who possess expertise that he or she personally does not have, but that can be important Ravi Pangal is not arrogant about his or her knowledge or accomplishments as evidenced by his or her willingness to have others receive the credit for accomplishments Ravi Pangal is diplomatic in how he or she operates, as evidenced by rarely taking people on in a confrontational manner 1-Most Likely True 0-Don't Know -1-Doubt this is true -2 -2 -2 -2 -2 -2 -2 -2 -2 -2 2-Confident this is true -2-Confident this is not true Contact Evaluator 1 2 3 4 5 6 7 8 9 10 My discussions with Ravi Pangal touch upon potential opportunities beyond the curre nt business opportunity Ravi Pangal utilizes e or my company as a nontraditional resource through which value can be derived Ravi Pangal makes an effort to assist me in cost-justifying the value that we can contribute Ravi Pangal introduces or references me to influential people in the account Ravi Pangal has a clear strategy for establishing us as the preferred supplier Ravi Pangal utilizes his or her internal contacts to provide me with business insights and information of a privileged nature Ravi Pangal openly discusses his or her company's plans, projects, and personnel with me Ravi Pangal can articulate my personal or company's long-term strategy for building a relationship with his or her company and how the current opportunity contributes to its advancement Ravi Pangal takes the initiative in assisting me in the current business development opportunity I feel my relationship with Ravi Pangal transcends the business development opportunity at hand 2-Almost Always 1-Often 0-Som etimes -1-Rarely -2-Almost Never -2 -2 -2 -2 -2 -2 -2 -2 -2 -2 29/11/2010 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 8 of 12 efox by Holden International www. oldenintl. com efox Winning Sales Plan Viswas M, Head – IT strategic Sourcing and asset Management, M Agenda: Contribution: Fox Evaluator 1 2 3 4 5 6 7 8 9 10 Viswas M has exerted influence outside of his or her organizational authority Viswas M has knowledge of his or her company's mission and business goals, as evidenced in his or her working to directly or indirectly advance them Viswas M is an effective risk taker, in terms of his or her ability to assess and manage risk Viswas M demonstrates integrity, in terms of not being willing to compromise his or her company or individuals within the Power Base to advance his or her own aspirations Viswas M is a good listener Viswas M can appropriately and successfully work in exception to company policy Viswas M influences important decisions before they are formally made Viswas M has a close relationship with others who possess expertise that he or she personally does not have, but that can be important Viswas M is not arrogant about his or her knowledge or accomplishments as evidenced by his or her willingness to have others receive the credit for accomplishments Viswas M is diplomatic in how he or she operates, as evidenced by rarely taking people on in a confrontational manner 1-Most Likely True 0-Don't Know -1-Doubt this is true -2 -2 -2 -2 -2 -2 -2 -2 -2 -2 2-Confident this is true -2-Confident this is not true Contact Evaluator 2 3 4 5 6 7 8 9 10 My discussions with Viswas M touch upon potential opportunities beyond the current business opportunity Viswas M utilizes me or my company as a nontraditional resource through which value can be derived Viswas M makes an effort to assist me in cost-justifying the value that we can contribute Viswas M introduces or references me to influential people in the account Viswas M has a clear strategy for establishing us as the preferred supplier Viswas M utilizes his or her internal contacts to provide me with business insights and information of a privileged nature Viswas M openly discusses his or her company's plans, projects, and personnel with me Viswas M can articulate my personal or company's long-term strategy for building a relationship with his or her company and how the current opportunity contributes to its advancement Viswas M takes the initiative in assisting me in the current business development opportunity I feel my relationship with Viswas M transcends the business development opportunity at hand 2-Almost Always 1-Often 0-Sometimes -1-Rarely -2-Almost Never -2 -2 -2 -2 -2 -2 -2 -2 -2 -2 29/11/2010 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 9 of 12 efox by Holden Internation al www. holdenintl. com efox Winning Sales Plan Vaidyanathan B, Manager Facilities, O Agenda: Contribution: Fox Evaluator 2 3 4 5 6 7 8 9 10 Vaidyanathan B has exerted influence outside of his or her organizational authority Vaidyanathan B has knowledge of his or her company's mission and business goals, as evidenced in his or her working to directly or indirectly advance them Vaidyanathan B is an effective risk taker, in terms of his or her ability to assess and manage risk Vaidyanathan B demonstrates integrity, in terms of not being willing to compromise his or her company or individuals within the Power Base to advance his or her own aspirations Vaidyanathan B is a good listener Vaidyanathan B can appropriately and successfully work in exception to company policy Vaidyanathan B influences important decisions before they are formally made Vaidyanathan B has a close relationship with others who possess expertise that he or she personally does not have, but that can be important Vai dyanathan B is not arrogant about his or her knowledge or accomplishments as evidenced by his or her willingness to have others receive the credit for accomplishments Vaidyanathan B is diplomatic in how he or she operates, as evidenced by rarely taking people on in a confrontational manner 1-Most Likely True 0-Don't Know -1-Doubt this is true -1 0 0 -1 1 0 1 0 -2 0 2-Confident this is true -2-Confident this is not true Contact Evaluator 2 3 4 5 6 7 8 9 10 My discussions with Vaidyanathan B touch upon potential opportunities beyond the current business opportunity Vaidyanathan B utilizes me or my company as a nontraditional resource through which value can be derived Vaidyanathan B makes an effort to assist me in cost-justifying the value that we can contribute Vaidyanathan B introduces or references me to influential people in the account Vaidyanathan B has a clear strategy for establishing us as the preferred supplier Vaidyanathan B utilizes his or her internal contacts to provide me with business insights and information of a privileged nature Vaidyanathan B openly discusses his or her company's plans, projects, and personnel with me Vaidyanathan B can articulate my personal or company's long-term strategy for building a relationship with his or her company and how the current opportunity contributes to its advancement Vaidyanathan B takes the initiative in assisting me in the current business development opportunity I feel my relationship with Vaidyanathan B transcends the business development opportunity at hand 2-Almost Always 1-Often 0-Sometimes -1-Rarely -2-Almost Never 0 -1 0 0 1 -2 -1 0 -1 -1 29/11/2010 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 10 of 12 efox by Holden International www. holdenintl. com efox Winning Sales Plan Mahendran V, Head – IT Infrastructure, M Agenda: Contribution: Fox Evaluator 1 2 3 4 5 6 7 8 9 10 Mahendran V has exerted influence outside of his or her organizational authority Mahendran V has know ledge of his or her company's ission and business goals, as evidenced in his or her working to directly or indirectly advance them Mahendran V is an effective risk taker, in terms of his or her ability to assess and manage risk Mahendran V demonstrates integrity, in terms of not being willing to compromise his or her company or individuals within the Power Base to advance his or her own aspirations Mahendran V is a good listener Mahendran V can appropriately and successfully work in exception to company policy Mahendran V influences important decisions before they are formally made Mahendran V has a close relationship with others who possess expertise that he or she personally does not have, but that can be important Mahendran V is not arrogant about his or her knowledge or accomplishments as evidenced by his or her willingness to have others receive the credit for accomplishments Mahendran V is diplomatic in how he or she operates, as evidenced by rarely taking people on in a confr ontational manner 1-Most Likely True 0-Don't Know -1-Doubt this is true -2 -2 -2 -2 -2 -2 -2 -2 -2 -2 2-Confident this is true -2-Confident this is not true Contact Evaluator 2 3 4 5 6 7 8 9 10 My discussions with Mahendran V touch upon potential opportunities beyond the current business opportunity Mahendran V utilizes me or my company as a nontraditional resource through which value can be derived Mahendran V makes an effort to assist me in cost-justifying the value that we can contribute Mahendran V introduces or references me to influential people in the account Mahendran V has a clear strategy for establishing us as the preferred supplier Mahendran V utilizes his or her internal contacts to provide me with business insights and information of a privileged nature Mahendran V openly discusses his or her company's plans, projects, and personnel with me Mahendran V can articulate my personal or company's long-term strategy for building a relationship with his or her company and how the current opportunity contributes to its advancement Mahendran V takes the initiative in assisting me in the current business development opportunity I feel my relationship with Mahendran V transcends the business development opportunity at hand 2-Almost Always 1-Often 0-Sometimes -1-Rarely -2-Almost Never -2 -2 -2 -2 -2 -2 -2 -2 -2 -2 29/11/2010 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 11 of 12 efox by Holden International www. holdenintl. com efox Winning Sales Plan Sharath S, Lead – Technology, O Agenda: Contribution: Fox Evaluator 2 3 4 5 6 7 8 9 10 Sharath S has exerted influence outside of his or her organizational authority Sharath S has knowledge of his or her company's mission and business goals, as evidenced in his or her working to directly or indirectly advance them Sharath S is an effective risk taker, in terms of his or her ability to assess and manage risk Sharath S demonstrates integrity, in terms of not being willing to compromise h is or her company or individuals within the Power Base to advance his or her own aspirations Sharath S is a good listener Sharath S can appropriately and successfully work in exception to company policy Sharath S influences important decisions before they are formally made Sharath S has a close relationship with others who possess expertise that he or she personally does not have, but that can be important Sharath S is not arrogant about his or her knowledge or accomplishments as evidenced by his or her willingness to have others receive the credit for accomplishments Sharath S is diplomatic in how he or she operates, as evidenced by rarely taking people on in a confrontational manner 1-Most Likely True 0-Don't Know -1-Doubt this is true -2 0 -1 0 1 -2 1 1 -2 1 2-Confident this is true -2-Confident this is not true Contact Evaluator 2 3 4 5 6 7 8 9 10 My discussions with Sharath S touch upon potential opportunities beyond the current business opportunity Sharath S utilizes me or my company as a nontraditional resource through which value can be derived Sharath S makes an effort to assist me in cost-justifying the value that we can contribute Sharath S introduces or references me to influential people in the account Sharath S has a clear strategy for establishing us as the preferred supplier Sharath S utilizes his or her internal contacts to provide me with business insights and information of a privileged nature Sharath S openly discusses his or her company's plans, projects, and personnel with me Sharath S can articulate my personal or company's long-term strategy for building a relationship with his or her company and how the current opportunity contributes to its advancement Sharath S takes the initiative in assisting me in the current business development opportunity I feel my relationship with Sharath S transcends the business development opportunity at hand 2-Almost Always 1-Often 0-Sometimes -1-Rarely -2-Almost Never -2 -2 -2 -1 -2 -2 -2 -2 0 0 29/11/20 10 ANZ Operations and Technology Pvt Ltd NPLC Bangalore-Mumbai Page 12 of 12 efox by Holden International www. holdenintl. com

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Ratios - Essay Example The standardized scope of financial ratios also limits quantitative aspects of the communicated information because the ratios do not communicate exact values of financial information. Profitability is for example expresses in ratios and a firm with relatively lower profit level may report higher profitability ratio than a firm that has recorded higher profit volume. Ratios also assume linear relationship between variables and this mislead stakeholders because most variables are not linearly related (Lee, 2006). Investors could use liquidity ratios to make decisions, on whether to invest in a company or not, by comparing the ratios to the value one. Ratios that are less than one means that a company is overwhelmed by debt, is liable to creditors’ terms and should inform a potential investor against the company. Ratios, which are greater than one, however mean an organization’s independence from creditors’ adverse influences and offers short-term stability for investment. Investors can also use the magnitude of liquidity ratios to understand the level of a company’s liquidity for investment decision because a more liquid company is more secure for investors’ short term interests (Lee,

Finance for E-Business (Report) Essay Example | Topics and Well Written Essays - 2750 words

Finance for E-Business (Report) - Essay Example BT Group plc is listed on stock exchanges in London and New York.† (btplc.com). The group has four (4) principal lines of business: BT Global Services; Openreach, BT Retail and BT Wholesale. The principal activities of the group include: â€Å"networked IT services, local, national and international telecommunications services, and higher value broadband and internet products and services† (btplc.com).) The ratios below and an explanation as to their use will indicate to you why this particular company’s share may or may not be recommended. However, as you will find out, there are limitations to these ratios. Profitability ratios are usually calculated in order to perform vertical analysis or to compare one year with another. These ratios include net profit margin and gross profit margin. Figures are also taken from the balance sheet and used for the calculation of specific ratios to determine how well the fixed assets were utilised. These ratios are known as asset management ratios. These include asset turnover ratios and return on capital employed. Shareholder or investment ratios such as return on equity, earnings per share and price earnings ratio are some of the other ratios that are useful here. A number of these ratios will be used to assess the financial performance of BT group over the past three (3) years. â€Å"It is impossible to assess profits or profit growth properly without relating them to the amount of funds (capital) that were employed in making the profits. The most important profitability ratio is therefore return on capital employed (ROCE), which states the profit as a percentage of the amount of capital employed† (BPP 2009) The figures above show the return on capital employed for the past three (3) years.. ROCE fell sharply from 11.86% in 2008 to 1.5% in 2009. However it increased in 2010 to 11.63%. These

Engineering codes of ethics, case scenarios, and societies that enforce them Essay Example for Free

Engineering codes of ethics, case scenarios, and societies that enforce them Essay Ethics can be defined as a branch within the wider field of philosophy whose main concern is addressing the issue of morality. Morality as a concept seeks to justify actions as good or bad, right or wrong and whether such actions are justified and virtuous. Ethics in itself is divided into many categories which normally vary to suit the issue at hand. From a general perspective, ethics can be widely grouped into theoretical and practical ethics. The theoretical aspect is concerned with theoretical meanings of moral propositions and the manner in which their truth values can be ascertained. The practical aspect of ethics seeks to address the possibility of achieving moral outcomes in a given situation (Luegenbiehl, 2003). Engineering ethics in this context is part of applied ethics that is skewed towards the examination and the setting of standards concerning the duty of an engineer to the general public, how they should attend to their clients, their duty to their employer, and their obligation towards enhancing and maintaining the moral integrity of the engineering profession. Engineering as a profession is very diverse in terms of the possible branches one can venture into. This diversity make some of the engineering fields share only very limited principles. While most of these disciplines tend to complement each other, these engineers are bound to work in different environments. As such there cannot be a unifying code of ethics for the whole engineering fraternity. Ethical codes in this profession are largely dependent on the exact field of specialization and the jurisdiction of practice. Another factor that comes into play is whether an engineer is providing consultancy service to his clients or the engineer is an employee of a given manufacturing enterprise (Colby Sullivan, 2008). In most countries, the engineers who attend to their clients are normally referred to as professional engineers and are usually licensed. They abide by codes that ensure professional ethics and to a larger extent governed by a number of statutes. Their counterparts who practice in the manufacturing industry have to abide by certain laws, key among them being whistle blowing and also the law of product liability. Their practice leans more towards business ethics as compared to engineering ethics. Professional engineers are usually in private practice and are always responsible for drafting some of the codes of ethics that govern their profession. Engineers who practice in the industrial sector do not enjoy accreditation by the relevant government agencies. It is an arguable fact that despite the field and sector of practice, these engineers face similar ethical issues. Similar in the sense that they share the same root causes but only change slightly in form depending on the discipline and the sector of practice (Luegenbiehl, 2003). Engineering societies have for a long time drafted their own codes of ethics. These codes of ethics have undergone a series of refinement over time in a bid to make them more viable to overcoming ethical issues. Such codes of ethics usually act as general guidelines since ethical issues are very diverse and as such some of these codes have to be adjusted to suit the situation at hand. In the United Kingdom, a notable example is the ‘Institution of Civil Engineers (ICE)’, which chose to incorporate its ethical codes into the standards of conduct. The code of ethics in engineering basically seeks to ensure the wellbeing of the public, the clients in the case of a professional engineer, the employer for the engineers who practice in the industry, and for the enhancement of the moral integrity of the engineering profession (Colby Sullivan, 2008). Any engineering profession is susceptible to a number of risks some of which may be detrimental to a wider section of the population. With this risk in mind, the first aim of an engineer is to ensure the safety and health, not only of the general public but also for themselves and their workmates. Engineers are required to subscribe to principles that ensure sustainable development in the course of their undertakings. Since the engineering profession is very diverse, an engineer who may be very competent in his field of specialization may not be able to achieve much in another line of engineering. For most of the engineering societies around the world, there are basic ethical codes that they seem to share in common. A code of ethics in the field of engineering always restricts engineers to stick to their areas of specialization. This is to avoid exposing himself and the general public to the imminent danger. An engineer is required to speak the truth on the technical aspects of a job and maintain a professional relationship with the employer or his client. Conflict of interest is a sure way to compromise and as such should always be avoided by an engineer. An engineer is supposed to safeguard the integrity and the interest of the engineering profession. In as much as an engineer is supposed to advance career wise, they have an obligation of ensuring professional growth for their juniors. According to the law of whistle blowing, an engineer is more obliged to safety than he is to the client or to his employer. This law requires the engineer to report cases where their employers or clients fail to follow their directions and in the process are exposing the public to potential danger. In some instances, some the relevant authorities fail to take action and this may end up in the engineer going public (Luegenbiehl, 2003). The most notable cases of disaster in the field of engineering have been caused by both technical and ethical issues. While some of these accidents have been due to technical aspects and design inadequacies, others have been due to inefficient management culture. Some of the cases that have been established to have an ethical dimension on their occurrence include the Chernobyl disaster, Bhopal disaster, Boston molasses accident, Johnstown Flood, just to mention but a few (Pfatteicher, 2001). Chernobyl disaster was an incident that took place in Ukraine, and it involved the meltdown in a nuclear reactor plant. This accident was to a larger extent blamed on human error. The personnel were blamed for using a limited ‘operational reactivity margin. ’ The disaster caused to the people living within the neighbourhood was immense in gravity and most of the effects were of a long term nature. The mental health of the people was extremely affected; cases of cancer were later reported to be rampant in the area. All these effects came about due to the irradiation of the area by radioactive material. The workers were also affected with more than thirty losing their lives within a span of three months from the time of occurrence of the disaster. An advisory group that was later formed to look into the cause of this disaster blamed the people who were responsible for the design of the power plant. They failed to consider certain pertinent aspects of the design which could have prevented such an occurrence or which could have ensured that the accident did not proceed to reach the level it did. It was realized that in the course of preparation and subsequent testing of turbine generators, it was done without the incorporation of systems that were responsible for technical protection. This was viewed to have been a breach of the safety provisions that were required for the actual technical exercise (Pfatteicher, 2001). Some of the most outstanding organizations that are concerned with engineering ethics include the ‘Institute of Civil Engineers (ICE)’ in the United Kingdom, the ‘Canadian Society for Professional Engineers,’ and the ‘National Society of Professional Engineers (NSPE)’ which have been seen to be championing for the upholding of ethical practices within the engineering field. The reasons for their establishments are to ensure that engineers in private practice, the government and in the manufacturing sector are able to subscribe to a common code of ethics within a given jurisdiction. Such bodies have certain punitive measures to their members in cases where ethics appear to have been sidelined in making decisions. To ensure that engineers adhere to such codes set by these organizations, it is mandatory to be registered with certain bodies within given jurisdictions to practice as an engineer (Haws, 2001). There has been a general drift towards formulating an all encompassing code of ethics for all engineers throughout the world. This has been noted by the fact that the codes formulated by most societies throughout the world appear to be having certain similarities. While this appears to be a very noble idea, some room and allowances will have to be allowed to accommodate the different cultures in the world. It is deemed that developing a set of common ethical codes and supplementing it with additional entries that regard the cultural setting and the exact field of specialization within engineering. The codes should be set out in such a manner that no confusion can be reported within a given jurisdiction (Luegenbiehl, 2003). References: Colby, A. , Sullivan, W. M. 2008, â€Å"Ethics Teaching in Undergraduate Engineering Education. † Journal of Engineering Education, Vol. 97. Haws, D. R. 2001, â€Å"Ethics Instruction in Engineering Education: a (Mini) Meta-analysis. † Journal of Engineering Education, Vol. 90. Luegenbiehl, H. C. 2003, Themes for an International Code of Engineering Ethics. Retrieved on 9th February 2010, from: http://www. asee. org/conferences/international/papers/upload/Themes-for-Int-l-Code-of-Eng-Ethics. pdf . Pfatteicher, S. K. , 2001, â€Å"Teaching Vs. Preaching: Ec2000 and the Engineering Ethics Dilemma. † Journal of Engineering Education, Vol. 90.

Analysis of Internal Service Quality

Analysis of Internal Service Quality Internal Service Quality is a visible expression of an organizations culture and it can be thought of as the quality of work life. It is about the workplace design, job design, employee selection and development, employee rewards and recognition and tools for serving customers. Service Quality: Services are intangibles and it is more difficult to measure it physically as compared to the products. Service quality is delivery of superior services to their customers according to their desires and expectations. (Zeithaml V.A and M.J.Bitner, 1996) In todays fast-paced and increasingly competitive market, the bottom line of an organisations strategies and tactics is to make profits and contribute to the growth of the company. Customer satisfaction, quality and retention are global issues that affect all organisations. Many companies are interested in studying, evaluating and implementing strategies that aim at improving both internal and external customer retention. Internal Service Quality in Mauritius is starting to emerge in the fast expanding economy in order to add a competitive edge to both our public and private sector. In the tourism sector, hotels are starting to apply Internal Service Quality. In this competitive environment, organisations believe that they have to maintain the quality of products to sustain, survive, leading the market and achieving the competitive advantage which depends on organisational valuable assets, that is, employees. The quality of the services or products can be judged by its customers perceptions and expectations about that services or products (Parasuraman et al.1991). External customer loyalty and satisfaction strongly depends on internal customers. Employees satisfaction is directly related to superior services. The strong relationship between an organisation and an employee leads to a real improvement in the services provided to customers (Scheinder and Bowen, 1995) 1.1 Background of Tourism Sector in Mauritius The hotel sector, being an important pillar in the Mauritian economy has to provide first class service to their clients in order to maintain level of competition with other reputed touristic venues across the world. Since 2005, the tourism sector has averaged a growth of approximately 5 % (www.gov.mu) from arrival of tourist in Mauritius. This growth is encouraging but at the other end other sectors, such as the textile or sugar industry sector has gone on decline following open trade treaty in 2005. As a result of that, our economy is dependent on the Tourism Sector and in order to attract more tourists to Mauritius, the Internal Service Quality must be enhanced to improve our service to clients in hotels. Legends Hotel provides Internal Service Quality since year 2002. Internal service quality forms part of the Human Resource strategies to attract and retain both internal and external customers. One among many strategic examples at Legends Hotel, employees are empowered with more training and development programs so that they can better handle customers queries. 1.2 Problem Definition At Legends, Internal Service Quality has been more or less beneficial to the company as a whole. However, some key areas within the business still need consideration. First and foremost, communications within different departments and teamwork among employees are not that effective. There are always complaints about employees not cooperating while performing their job or information is not well communicated. Effective communication within a business is considered as a vital tool in the day to day management of an organisation and improper communication can lead to decline in the performance both in terms of customer satisfaction and in managerial perspective as a whole. Moreover, remuneration is another important factor that affects the performance of employees. The latter consider that they could get better remuneration for similar work performed elsewhere. Hence attitude and behaviour towards providing dedicated service to clients and the organisation are somewhat affected. And since a fierce competition exists among hotels in Mauritius, it is very important for management to provide good internal service quality for survival of the organisation as it has a direct impact on profitability and customer loyalty. 1.3 Aims and Objectives: The effectiveness of Human Resources Practises in delivering Internal Service Quality. The effectiveness of the SERVQUAL Model using Internal Service Quality battery. To provide an insight into the process of improving Internal Service Quality. 1.4 Outline of Chapters Chapter 1: Introduction It provides a general outline of the project, with the different sections included and the objectives of the study. Chapter 2: Legends Hotel This chapter consists of a brief overview of the company and the structure of the organization. Chapter 3: Literature Review This chapter consists of the different theories used in the dissertation together with background study of the subject. Chapter 4: Methodology and Research This chapter includes the hypothesis of the study as well as sampling and questionnaire design utilized during the project survey. Chapter 5: Results and Analysis This chapter comprises of the analysis of data obtained during the questionnaire survey followed by discussion on the results obtain. Again, appropriate statistical tools, such as the SPSS technique was used for the analysis of results. Chapter 6: Conclusion and Recommendations It deals with the conclusion of the main findings and based on them, it puts forward some recommendations in order to have an effective Internal Service Quality. 2.0 legends hotel 2.1 Company Overview Legends Hotel, set up in 2002, is a 5 star hotel located at Grand Gaube and it consists of 198 rooms. It forms part of the Naiade Group which owns hotels like Le Tropical, Les Pavillons, Beau Rivage, Merville Beach, Ile des Deux Cocos, Tamassa, Hotel Le Recif (Reunion Island), Grand Hotel du Lagon (Reunion Island) and Dive in Maldives. The five core values at Naiade are Guests, People, Leadership, Responsibility and Excellence. Guests are to be put at the forefront of everything, People are the employees who are provided with opportunities to grow within the business, Leadership is about fast management reaction to secure maximum advantage of changes, Responsibilities to recognize and honour investments of shareholders and Excellence is about building competitive edge on superior innovation and customer responsiveness. Naiades vision is to be an international hotel group offering wide range of product in all market segments of leisure in the hospitality industry. It wants to be recognized as the business community leader, continuously improving share holder value and welfare of staff whilst fulfilling corporate social responsibility. The purpose of Legends is to help people enjoy good times together, to celebrate life. The five beliefs at Legends are consideration for people, serving with passion, insistence on integrity, responsibility of leadership and entertaining with creativity. If we quote the Mission Statement of Legends Hotel, it can be seen that they view customer satisfaction in different perspective. Mission Statement: we are unforgettable, passionate team committed to provide outstanding personalised service through our unique concept of fengshui, the art of living in harmony Employees are provided with several benefits such as pension plan, medical cover, naiade home loan scheme, discretionary bonus, hotel stays at preferential rates, Naiade fun day, kids and team member party and star team member of the month and year. 2.2 Organisation Structure Legends Hotel is administered by a General Manager and a Resident Manager, who are responsible for the day to day management of the affairs of the organisation. Legends Hotel is structured with several departments, each headed by a Head of Department. These departments are then sub-divided into a number of divisions which are each under the direct responsibility of a Supervisor. The different departments as well as the divisions are illustrated hereunder. For ease of understanding each department constituting the hotel has been illustrated in the diagram. As far as Internal Service quality is concerned, it is directly related to the Human Resource Department which is constituted of the HR Manager, the Personnel Manager, Assistant HR Manager and HR coordinator in the frontline of this department. The table below shows the number of staffs per department at The Legends Hotel. Table 2.1: No. of Employees at Legends Hotel S/No Department No. of Employees (Population) 1 Human Resource 5 2 Kitchen 77 3 Spa 15 4 Entertainment 18 5 Food Restaurant 125 6 Front Office 20 7 Security 30 8 Finance 15 9 Housekeeping 118 10 Quality and Events 2 11 Maintenance 25 Source: Human Resource Management Department, Legends Hotel Figure 2.1: Structure of Functional Organization Chart Assistant HR Manager NAIADE BOARD OF DIRECTORS LEGENDS GENERAL MANAGER LEGENDS RESIDENTMANAGER HOUSEKEEPING DEPARTMENT- Linen Laundry and Floor Valet Front Office Department reception, guest relation officer quality and events department food and beverages department- Restaurant, room service, bar Beach Entertainment department Kitchen department pastry, main kitchen, stewarding spa department maintenance department security department finance department Human Resource department HR MANAGER HR Coordinator Personnel Manager Source: Human Resource Management Department, Legends Hotel 3.0 Literature review 3.1 What is Internal Service Quality? Quality is defined in ISO 9000:2000 as the degree to which a set of inherent characteristics fulfils requirements. Degree means that quality can be used with adjectives such as poor, good and excellent. Inherent is defined as existing in something, especially permanent characteristics. Characteristics can be quantitative or qualitative. Requirement is a need or expectation that is stated; generally implied by the organisation, its customers both internal and external and other interested parties. Internal service quality is measured by the feelings that employees have towards their jobs, colleagues and companies. It points to the ability and authority of service workers to achieve results for customers. Internal quality is also characterised by the attitudes that people serve each other inside the organisation (David, 1988) According to Grà ¶nroos (1988), service quality is commonly defined as a discrepancy between the service quality that is delivered by the organization and the service performance that employees expect. Conceptually, service quality is defined as global judgment or attitude relating to the overall excellence or superiority of the service (Parasuraman et al., 1988). 3.2 Importance of Internal Service Quality Delivering quality service is considered to be an important strategy for success in todays competitive environment. Since the 90s many service companies have pursued to enhance their performance and effectiveness in search of achieving differentiation in the market. An example of that is the attempt to convince customers that their quality is superior to the competitors. In addition, the importance of service sector has sharply increased in both developed and developing countries. The Service Profit Chain establishes relationships between profitability, customer loyalty and employee satisfaction, loyalty and productivity. Profit and growth are stimulated primarily by customer loyalty. Loyalty is a direct result of customer satisfaction. Satisfaction is largely influenced by the value of services provided to customers. Value is created by satisfied, loyal and productive employees. Employee satisfaction results primarily from high quality support services and policies that enable employees to deliver results to customers. This is demonstrated in the diagram below. Figure 3.1: The Links in the Service-Profit Chain Source: Putting the Service-Profit Chain to Work (James L. Heskett et al., 1994) Employee Satisfaction is the individual employees general attitude towards the job. It is also an employees cognitive and affective evaluation of his or her job. It is an important factor in determining service quality (Zeithaml et al., 1990). Satisfied employees are more committed to continuous improvement and quality, thus they are also more committed to delivering quality service. Employee Retention involves taking measures to encourage employees to remain in the organization for the maximum period of time. Employee loyalty is synonymous with achieving a balance that brings feelings of connection along with a commitment to produce. Ultimately, loyal employees can bring some big benefits. Economists define employee productivity as the output per worker or output per hour. With the increase in part-time employment and temporary and contract workers, many businesses use hours worked rather than output per worker to measure productivity. External Service Value- Value is a function not only of costs to the customer but also of the results achieved for the customer. It is based both on perceptions of the way a service is delivered and on initial customer expectation. Customer Satisfaction is the degree to which customer expectations of a product or service are met or exceeded. Corporate and individual customers may have widely differing reasons for purchasing a product or service and therefore any measurement of satisfaction will need to be able to take into account such differences (Pugh et al, 2002) Customer Loyalty is used to describe the behaviour of repeat customers, as well as those that offer good ratings, reviews, or testimonials. Some customers do a particular company a great service by offering favourable word of mouth publicity regarding a product, telling friends and family, thus adding them to the number of loyal customers (Gursoy and Swanger, 2007) 3.3 Internal Service Quality in Tourism Sector In tourism sector, delivering quality across tangibles and intangibles elements represented a departure from conventional manufacturing oriented approaches to Total Quality Management At the heart of Quality Service is the difficulty in ensuring consistency due to the variability of human element. Lewis (2000) argues that As the 21st century unfolds, it is clear that people accept that service will play an increasingly important part in the economy. Customer perception of service delivery will be imperative and will shape the choice of service provider (Norma Dannunzio-Green et al., 2005) In the age of service competition, the customer comes first. Such is the power of customers that the term service management is increasingly used to emphasised management imperatives in this age of service competition and market forces. Managing quality is an integral part of service management and internal development of personnel and reinforcement of its commitment to competitive goals and strategies are strategic prerequisites for success. Does quality pay? This is one of the key contemporary issues that attract attention from practitioners. The role of quality in the overall performance of service business starts right from strategic level down to the implementation details. Improved service quality and customer satisfaction lead to higher productivity, increased loyalty, lower transaction cost and customer retention. It is popularly believed that better service leads to improved performance for a service firm. Today service organizations are concerned in the delivery of quality service and the building of loyalty among employees and customers. If employees are not happy with the work, they are more readily to quit their jobs than satisfied employees. Researchers have found that satisfied employees are more likely to improve their job performance (Judge et al., 2001), be creative and cooperate with others because satisfaction is the inner force that drives employee behaviour. Previous studies have suggested that loyal employees are more willing and capable of delivering a higher level of service quality. According to Schneider and Bowen (1985; 1993) the efforts to promote service quality must be based on managing employee behaviours and training them in interpersonal skills in order to exhibit a true customer focus. Bitner et al. (1990) observed that in service encounters, employee behaviour will impact on the customer perceptions of service quality. Zeithaml et al. (1990) argue that employ ees who are not suited to their jobs will not be able to deliver quality service (Ramseook, P. et al., 2010) 3.4 Measuring Internal Service Quality Measuring the quality of internal services is relevant since an external-customer support requires internal systems aligned with external customer expectations, including each internal subsystems adding value to others systems within the organization (Gilbert, 2000). Since years ago, researchers (Reynoso and Moores, 1995; Caruana and Pitt, 1997) have pointed out that there is a positive correlation between internal service quality, business performance and services delivered to customers, motivating some efforts to measure internal service quality by applying the SERVQUAL instrument. (Miguel Cauchick et al., 2006) SERVQUAL is the most widely utilized tool for measuring service quality (Parasuraman et al., 1988; 1994; Sureshchandar et al., 2001; Chiu, 2002) and its application continues to increase in different service setting such as banks, hospitality industry, health sector, education and travel and tourism. The five dimensions of SERVQUAL are as follows: Tangibles (physical facilities, equipment, and appearance of personnel) Reliability (ability to perform the promised service dependably and accurately) Responsiveness (willingness to help customers and provide prompt service) Assurance (knowledge and courtesy of employees and their ability to inspire trust and confidence) Empathy (caring, individualized attention the firm provides its customers). The present investigation can also be considered an attempt to use it for measuring internal-service quality, which is the service provided by Legends Hotel. 3.5 HR Implications on Internal Service Quality Human Resource Management can be essentially seen as an employee centred approach to management, although there is lots of definition of the term. Its an essential part of every managers responsibilities, but many organizations find it advantageous to establish a specialist division to provide an expert service dedicated to ensuring that the human resource function is performed efficiently. To the modern management theory, the employee satisfaction is considered one of the most important drivers of quality, customer satisfaction and productivity. Success of any organization depends on its valuable human resource. Achieving service quality through valuable human resource strongly depends upon the organizational culture and working environment. To deal with the attitude and behaviour of the human resource, HRM best practices and quality principles play an important role to motivate, train, develop, retain and satisfy their valuable human resource. When the internal customers are not satisfied with the practices of the management, they not only are unlikely to continue their service but also to share their unfavourable service experiences to others resulting in decreased motivations and financial performance of organization. Globalization has augmented competitive pressures to help improve the quality of services provided by the tourism sector. There is the need to enforce compliance with internal services quality regarding human resource management as many researchers are of the view that the whole development in the organization is due to the potential human resource, it is therefore call of the time to the employee in the centre of development of all process to enhance the sense of ownership and hidden assets for the effective employee job satisfaction. Berry (1994) found that a several beneficial organizations competed by hiring, rewarding, training and retraining a frequent error that organization made was to look at human resources skills and knowledge development as an experience which they had acquired during their working with the organization rather than a continuing process. He further added that, even if employees received training, it was either deficient, not on time, or not the actual type of training they needed or rather it was in general not specific.(Khan,2010) It was found that that human resource management practices as actual, tangible practices were designed to develop commitment. Along with a variety of human resource management practices, it had been found that rewards and recognition had a greater influence on the organizational commitment found relationships between specific practices, such as performance evaluation, promotion policies, compensation, and benefits, and affective commitment. (Ogilvie, 1986) Moreover employee satisfaction was considered to be one of the most important drivers of quality of services, customer satisfaction and productivity. In his study he investigated an important driver of employee satisfaction. He argued that interpersonal trust (trust in management and trust in peers) robustly influenced employee satisfaction and, employee loyalty as an end result (Matzler et al., 2004) Also, associations between employees commitment to their organizations and satisfaction and argued that still there seemed little conformity about the fundamental associations between these two significant employee attitudes. Understanding these approaches was important because they had significant consequences on business performance, and these approaches could be influenced by human resource strategies and practices (Rayton, 2006) The modern management must also focus these factors which were very important to enhance the profitability in the new paradigm of service that organization not only invested in employees to enrich their knowledge skill abilities through extensive training programs but also to provide them with required technological support to manage the customers. They must reconsider their recruitment process, training methodologies and implementation of fair system of pay for performance, conducive environment and job definition. Recruitment Selection The goal of recruiting is to generate a large pool of applicants and to provide enough information for individuals to self select out the process. The Selection process on the other side follows a standard and systematic pattern beginning with an initial screening interview and concluding with the final employment decision. The recruitment and selection process demands lots of interpersonal skills and management must be very careful while selecting the right candidate for the job (Decenzo and Robbins, 2005) Training and Development It forms an important part of an organization overall HRM strategy. It implies transition in skills, knowledge, attitudes and social behavior. (Cascio, 1982).Organisations are investing to train their workforce and develop it for future so that they can perform their job efficiently and effectively and therefore it is expected that training has a positive impact on both employees motivation and commitment. Reward and Recognitions Employees reward and recognition includes focusing on employees input and peer recognition by using multiple layer methods within a system to recognize individuals and teams in accordance with the established practices and the rewards must be on the basis of their performance even tangible rewards along with an intensive communications strategy with accepted and integrated accountability systems (Khan, 2010) Job Design It has a significant and positive effect on client satisfaction which, in turn, significantly affected organizational performance and it leaded the organizations goals accomplishment which employed new service standards and customer systems. It can be said that job designs could provide high levels of control on employee also offered augmented chances for the growth and implementations of employees skills. Hackman Oldham proposed the Job Characteristics Model, consisting of skill variety, task identity, task significance, autonomy, and feedback (Hackman and Oldham, 1976) Job Definition The job definition is basically arrangement or rearrangement of work with the motive to facilitate their employees and overcoming job frustration and enable them to be more productive, comforter while discharging their duties. It can be argued that defining the job of the employee helped the manger as well as the employee in decision making. The manger could get help regarding the decision whether the employee is the right person for promotion (Khan, 2010) 4.0 Methodology 4.1 Materials and Methods The purpose of this chapter is to outline the research methodology and processes undertaken to collect information for the report. A research is an organised inquiry which seeks to find explanations and to clarify doubtful facts so as to reach a conclusion. There must be ways of producing and analysing data so that the theories can be tested, accepted or rejected. (Clover and Balsley, 1979) defines research as the process of systematically obtaining accurate answers to significant and pertinent questions by the use of scientific method of gathering and interpreting information. 4.2 Purpose and Design of Survey A survey is a fact finding study. It is a method of research involving collection of data directly from a population or a sample thereof at particular time. For the purpose of this study, a survey was carried out to assess the status of Internal Service Quality on a sample of workers of different departments at Legends Hotel. The prime aim of the survey was to assess the following: The effectiveness of Human Resources Practises in delivering Internal Service Quality. To measure employees expectations and perceptions of service quality based on SERVQUAL model. To examine service quality dimensions in predicting satisfaction and loyalty among employees at Legends Hotel. To assess on the above, the design of the survey was very important. The survey design depends on the subject of the survey, the amount of time and the accuracy required. In effect, all depends on the proper design of the questionnaire in order to gather the appropriate information in a reasonable time frame. 4.3 Questionnaire Design A survey is a fact finding study. It is a method of research involving collection of data directly from a population or a sample thereof at particular time. For the purpose of this study, a survey was carried out to assess the status of Internal Service Quality on a sample of workers of different departments at Legends Hotel. The prime aim of the survey was to assess the following: The effectiveness of Human Resources Practises in delivering Internal Service Quality. To measure employees expectations and perceptions of service quality based on SERVQUAL model. To examine service quality dimensions in predicting satisfaction and loyalty among employees at Legends Hotel. To assess on the above, the design of the survey was very important. The survey design depends on the subject of the survey, the amount of time and the accuracy required. In effect, all depends on the proper design of the questionnaire in order to gather the appropriate information in a reasonable time frame. 4.4 Pre Testing However, before proceeding with the survey, it was important to undertake a pilot survey so as to test the efficiency of the questionnaire. Firstly, the questionnaire was circulated among five staffs of different grades and with varied academic background such as valet de chambre, security officer, chef de cuisine, assistant finance officer and front office manager. Since a face to face interview technique was used mainly for staff of lower grade, the concept of the questionnaire was clearly understood and all were able to make sense of the questions 4.5 Sampling Technique Used To conduct the survey, the target population was divided into eleven categories encompassing the different departments existing at Legends Hotel as more fully illustrated in Chapter 2. As the target population was quite large, a sample had to be used. The sampling size was determined using the stratified sampling technique. A stratified sample is obtained by taking samples from each sub-group of a population. It was required that the proportion of each stratum in the sample is the same as the population. At first a sample size of 100 questionnaires were distributed among the employees of the hotel. But during administration of the survey, employees were unfortunately reluctant to complete the questionnaire. The murder of an Irish tourist on the hotel premises in January 2011 gave rise to substantial trauma at different levels. As a result of that, employees had access to counselling, but still, there is still some sign of disturbance amongst them. Of the 100 questionnaire distributed, only 50 was collected which was fully answered following face to face interview with the employees. Due to time constraint, it was decided that the sample size of 50 was a good representative of the population size of 450 employees. Table 4.2: Sampling of Employees at Legends Hotel S/No. Department No. of Employees (Population) No. of Employees (Sample for 100 Employees) No. of Employees (Sample for 50 Employees) 1 Human Resource 5 1 1 2 Kitchen 77 17 8 3 Spa 15 3 1 4 Entertainment 18 4 2 5 Food Restaurant 125 28 14 6 Front Office 20 4 2 7 Security 30 7 3 8 Finance 15 3 2 9 Housekeeping 118 26 13 10 Quality and Events 2 1 1 11 Maintenance 25 6 3 Source: Computed Expected Results The study will reveal the present status of Internal Serv

ISE 370 MANUFACTURING :: essays papers

ISE 370 MANUFACTURING Introduction Numerical Control (NC) is the basis for many manufacturing processes in today’s industry. NC is the operation of machine tools and other processing machines by a series of coded instructions. CNC or computer numerical control systems include a built-in computer to support the machine and process. The main objective of this project was to simulate how a CNC machine is used in industry to facilitate a process and fabricate a designed part. In this course the importance, uses, and limitations of CNC machines when applied to the industrial world have all been learned. This assignment offered the opportunity to experience and evaluate the effects of a CNC machine on a process and vice versa. This is most important in the fast paced, changing world of industry we now live in. The goals of this project were to design a part, write a code for the Fadal CNC machine, learn how to enter the code and operate the machine, and effectively fabricate the object from a block of wax. A University of Georgia â€Å"G† was to be the designed (Figure 1). The most difficult aspect of this project was determining how to make the CNC draw an ellipse. Because of this problem, the team wasn’t sure if they would be able to draw the appropriate design. There was discussion of making changes, in order to simplify the program. The adversity was met head on, however, and the original design was ultimately kept. Experiment/Method The first step after determining what was to be cut by the CNC was to design the part using a CAD program. Due to the familiarity of the team with AutoCAD, this was the program of choice to draw the â€Å"G†. It became immediately apparent upon drawing the object, that this could be a very challenging design due to the inclusion of ellipses. The CNC codes supplied as reference material included how to draw arcs, but there was no information on drawing an ellipse. The team attempted to use I and J coordinates to create an ellipse. This proved to be an incorrect approach. When the program was entered into the machine the picture drawn on the machine did not at all resemble a â€Å"G†. The team went back to the drawing board with another idea at hand. It is also possible to draw arcs using RF coordinates, which required finding radii. ISE 370 MANUFACTURING :: essays papers ISE 370 MANUFACTURING Introduction Numerical Control (NC) is the basis for many manufacturing processes in today’s industry. NC is the operation of machine tools and other processing machines by a series of coded instructions. CNC or computer numerical control systems include a built-in computer to support the machine and process. The main objective of this project was to simulate how a CNC machine is used in industry to facilitate a process and fabricate a designed part. In this course the importance, uses, and limitations of CNC machines when applied to the industrial world have all been learned. This assignment offered the opportunity to experience and evaluate the effects of a CNC machine on a process and vice versa. This is most important in the fast paced, changing world of industry we now live in. The goals of this project were to design a part, write a code for the Fadal CNC machine, learn how to enter the code and operate the machine, and effectively fabricate the object from a block of wax. A University of Georgia â€Å"G† was to be the designed (Figure 1). The most difficult aspect of this project was determining how to make the CNC draw an ellipse. Because of this problem, the team wasn’t sure if they would be able to draw the appropriate design. There was discussion of making changes, in order to simplify the program. The adversity was met head on, however, and the original design was ultimately kept. Experiment/Method The first step after determining what was to be cut by the CNC was to design the part using a CAD program. Due to the familiarity of the team with AutoCAD, this was the program of choice to draw the â€Å"G†. It became immediately apparent upon drawing the object, that this could be a very challenging design due to the inclusion of ellipses. The CNC codes supplied as reference material included how to draw arcs, but there was no information on drawing an ellipse. The team attempted to use I and J coordinates to create an ellipse. This proved to be an incorrect approach. When the program was entered into the machine the picture drawn on the machine did not at all resemble a â€Å"G†. The team went back to the drawing board with another idea at hand. It is also possible to draw arcs using RF coordinates, which required finding radii.

Sleepless Nights and Wasted Days: Changing School Times to Benefit Stud

The alarm goes off at six am and the typical high school student is barely able to open their eyes. It is time to get up and prepare for a full day at school, about eight hours. Most teenagers, according to the National Sleep Foundation, will only get about six hours of sleep since they tend to stay up until midnight (â€Å"Should schools start later in the day?†). After getting ready, many students look forward to a nap in their first hour class despite the information they will miss. Teenagers seem to always have had trouble getting up in the morning, even earning the title of lazy from their parents. However, recent research on adolescent sleep patterns has produced a biological explanation for this tendency. This raises a serious question: why are high schools starting early in the morning when teenagers are biologically programmed to sleep in? For most cases, school start time has not been conformed to fit student physiological needs simply because of transportation iss ues. Fifty six percent of students report being tired throughout the school day, which can lead to missed information and confusion (Wysong). According to this statistic, over half the students in class are not going to achieve their maximum learning potential in school. In order to avoid this problem, a teenager's brain typically needs to sleep from 11:00 pm to 8:00 am (â€Å"High schools starting later to help sleepy teens†). However, most high schools require students to be in class as early as 7:15 or 7:30 am. As a result, many adolescents simply do not have the opportunity to get enough rest. Changing the traditional school time to start later in the day will benefit adolescent sleep cycles, promote learning, and prevent disease by regulating the body. Ideally,... ...n Context. Web. 27 Feb. 2012. Selley, Chris. "Go on, sleep in: Toronto schools mull shifting classes to 11:30 to help dozing students." Maclean's 19 Nov. 2007: 158. Gale Opposing Viewpoints In Context. Web. 18 Mar. 2012. "Should Schools Start Later in the Day?" Current Events, a Weekly Reader publication 30 Apr. 1999: 3. Gale Opposing Viewpoints In Context. Web. 17 Mar. 2012. "Sleep may reduce teens' Type 2 diabetes risk." The Canadian Broadcasting Corporation [CBC] 20 Sept. 2011. Gale Opposing Viewpoints In Context. Web. 18 Mar. 2012. Wahlstrom, Kyla L.; Davison, Mark L.; Choi, Jiyoung; & Ross, Jesse N. (2001). School start time study: Executive summary. 2001. Web. 14 Apr. 2012. Wysong, Pippa. "School daze: turn your ZZZ's into A's." Current Health 2, a Weekly Reader publication Sept. 2007: 18+. Gale Opposing Viewpoints In Context. Web. 17 Mar. 2012.

Hamlets Troubles :: essays research papers

Hamlet is supposedly centered on one character; Hamlet himself, but the play is driven by plots and schemes that are derived from other characters in the play. The plot of Hamlet is constantly being heightened by the characters that are a part of the play, they help to manipulate the story in a way that places an emphasis on reflecting many struggles that one might encounter in life, but all compiled into one story. In the play Hamlet, Polonius is a character that intertwines the rest of the characters and brings them together to complete the final task of redemption for the death of King Hamlet. Throughout the whole play, Polonius is the only one that seems to be trying to tie everything together to help everyone out, and in the end, it is that quest for knowledge that leads to his demise.   Ã‚  Ã‚  Ã‚  Ã‚  Polonius is a man that confuses most, but intrigues all. For the beginning of the play he is the readers guide, and helps to inform the reader of all that is happening within the lives of the main characters. He was not meant to be a main character, but any character that is put in the position of an informant, instantly becomes a main character. To be an informant, is to be one who shines a new light on the situation at hand, and that fills in information where information is needed. Polonius is a character in the play for just long enough to give the reader a good start with what is going on. Polonius is the one character who communicates and interacts with every other character in the play. Retrospectively he pieces the play and the characters together to make them more understandable to the reader. Communication is what Polonius does well, but it is also what he does for his living. “I hold my duty as I hold my soul'; (2.2.44) puts emphasis on his dedication to the King, but at the same time he has dedication to his daughter, Ophelia, his son, Laertes, and the Queen, Gertrude. His connections with these powerful people is a great example of how they are all getting information from Polonius, and using it to reap their own havoc. Polonius’ position as the “middleman'; gives him an indescribable amount of power, that he takes advantage of. He uses what others tell him to supply others with valuable information, all the way up until his sudden demise.

An Examination of Racism in the Deep South of America Essay

An Examination of Racism in the Deep South of America From the1930’s to the 1960’s through a variety of texts. â€Å"Race: a group of persons having a common ancestor†¦ family, kindred people, genus, species, breed, variety, or class of persons†¦ † That is what the dictionary says, so why so much hatred, politics and fuss The Anglo – American slave trade, started in the 16th century when the first Hispanic people settled in Mexico and the Caribbean. From there, the other Europeans who migrated took black Africans to work on their cotton and tobacco plantations. This started the very wealthy â€Å"Slave Triangle† in which many Captains sought profit. The ships would sail empty from England, Spain, France or Portugal to the African countries to catch slaves. After filling their holds with human cargo they would set sail for the Caribbean. Once there, the Captains sold the slaves to the dealers in return for cotton or tobacco, which they would sell for a large profit back at home. These slaves were then the full property of their masters and he or she could do anything they liked to them and treat them in anyway they wanted to. One example of this is an advertisement in the ‘Royal Gazette (Kingston Jamaica)’ saying; â€Å"Runaway, about 15 months ago a Negro man of the Mungola country named Jamaica†¦ also about two months ago, two Negro men named James and Sambo†¦ a reward of i 10 for Jamaica and a Half Joe each for James and Sambo†¦ Also stolen or strayed†¦ a Bright Bay Northward HORSE†¦ also a small JACK ASS†¦ a reward of a pistole will be given for each†¦ † This shows that their masters treated the slaves with about as much respect and sense of belonging as a horse or donkey. Such disregard upset many Americans and so some spoke out against it. In 1861, because they would not agree to abolish slavery, the Southern States left the Union of American States. This created even more outcry until Abraham Lincoln , the then President of America declared war on the Southern States. The American Civil War was fought between 1861 and 1865. It destroyed most of the agricultural land in the South and drained it of its wealth. After the Civil War the United States of America was formed. During the next 5 – 10 years the Northerners set in place a number of laws giving back human and civil rights to the black people. Initially this idea worked, but due to the hostility of the Southern confederacy these changes eventually failed. The â€Å"Yankees† that is the Northern Army and Governors called the changes they made â€Å"reconstruction†, but after they left, using a number of loopholes in the Law, the Southern Governors set in place many new rules. These were called the Jim Crow Laws and they â€Å"segregated† the black former slaves from the white people completely, thereby undoing all the good work done by the Northerners. The following time of white supremacy was called â€Å"redemption† This time of â€Å"redemption† and â€Å"segregation† was a hard time for the blacks; 1) Their voting rights were taken away 2) The money for black schools was diverted to white education. 3) There were separate buses for coloured and white people, or no bus at all. An example of this is given in the Novel Roll of Thunder where the Logan children have to dive into a ditch up to their chests, or in the case of ‘Little Man’- swim, to avoid the oncoming Jefferson Davies school bus and its ruthless driver. It was around this time when the Depression hit America. The South was hit especially hard and the price of cotton fell dramatically. This downturn in the economy created serious hardship for the majority of people, both black and white. The arrival of new technology added to the hardship as cotton looms and ploughs cut work loads, making one person and one tractor able to do the work of eight men and eight mules. Publicity of the suffering of the South created Aid and money from Northern Citizens, but due to the amount of corruption the blacks did not benefit from this. Some workers, both black and white, joined together to fight for more money and better working conditions, and as a result the rich landowners and vigilantly race hate groups like the Ku Klux Klan used violence to break up their protests and demonstrations. Racism comes in three forms – Verbal, Physical and Institutional Verbal Why did the white people feel that they could say something offensive and why did they even say it in the first place? In the Novel Roll of Thunder, Little Man receives a book from his teacher for the new term. He eagerly thumbs through it but to his horror finds a form that reads: Date Condition Owner Sept 1922 Good White Sept 1928 Good White Sept 1930 Average White Sept 1933 Very Poor Nigra The term ‘nigra’ is very offensive and as a result the naive boy protests and gives the book back. His teacher, Mrs Crocker simply replies â€Å"Well, that’s what you are! â€Å". This shows that even teachers can happily pass off insulting words just because a coloured child had owned a book. A further insult was that the book was damaged, which was untrue. Another form of verbal abuse is when in the same book, a mob attempts to lynch TJ, and they decide to try and hang Pa Logan and Mr. Morrison, the ‘human giant’ â€Å"I say, what we oughtta do is take him down the road an take care of that big black giant of a nigger at the same time! And why not that boy he working for too? † The â€Å"boy† they are referring to Pa Logan, a fully-grown, independent man. This is from the time of slavery, where the masters could speak to their slaves as they wished.

Military and Leadership

In any environment whatsoever, the main targets, the paraphernalia, the products and team-leadership are all great aspects of running a business, all of which require talent, energy and a considerable amount of insight. The article â€Å"When Good Companies Do Bad Things† by Peter Schwartz highlights the importance of these aspects through the crucial significance of companies being ‘good’ and having the reputation for it as well.Schwartz states that there is a growing importance of reputation in the competitive world of global branding. We all like to believe that we’re working for good companies and that our systems are ethical, humanitarian and in the interest of the betterment of people. However, with the rising complexities in the globalization of the market, he draws from the examples of big companies such as Shell, Nike, Microsoft and Texaco, all finding themselves paying the price for a task as simple as to paying too little attention to the importa nce of reputation.The comparison of the aforementioned multi-billion dollar businesses with a military unit may not be high in terms of product and sales strategies, yet the aspect of units of men working for a certain target with a certain image before people is highly common between both these instances. A military unit, much like a corporate unit, works on the principle of task-orientation. It also believes that its goals are ethical and in sync with the good of mankind. The simple personal experience that I had of watching the troops walking, saluting and parading in formation is a clear-cut example of the height of conformity within its set up.However, Hawkins (2007) reports the research conducted at Los Alamos, recognizing that the â€Å"behavior of a group of people depends strongly on the interaction of personal (individual traits) with the collective moods of the group as a whole†. This simply means that the high levels of conformity we see in the formation and smoot h working of a battalion is also connected deeply with the individual’s interaction with the whole. The same way a platoon is influenced by its unit members’ passion and dedication towards their goals, the corporate set up is also directly influenced by values in the system.Integrity, as interpreted by Schwartz, is: being well-integrated with one's society and understanding what the society's expectations are. I agree to this definition as it has the potential to create more aware institutions. Capitalist set ups, by definition, are businesses run for the sole purpose of making a profit (Haralambos and Holborn, p. 8). The age of media and technology grows faster today than it ever did – therefore it is better to have emerging corporate culture, which has encoded in its basic structural DNA, empathy and a sense of compassion for its surroundings.It is indeed so in the military that an environment of debate is not encouraged in the military set up. It is the belie f of experts that ‘saluting without questioning exemplifies the military's ‘can do' attitude that can create an optimist out of even the most skeptical naysayer† (Wong and Lovelace, p. 2). In the military the ability to prepare or get ready to fight, skill in actual fighting and the will to prevail in combat against a foe, are the critical dimensions of leadership (Hawkins, n.p.).The military may also find itself faced with disastrous results if it chooses to ignore the voices that exist outside its barracks. The example of the Iraq and Afghan wars, Abu Ghuraib jails, the American public speaking out against the War, are plenty for the world media and global peacemakers to click their tongues and wonder at the foreign policy of the United States of America. Schwartz mentions that corporate magnates sometimes end up baffled with certain results because they have almost no contact with the outside personnel, which play an equal and a highly effective role in shaping their commercial and corporate success.Retired Army Major General John Batiste spoke openly regarding the War in Iraq, outlining the importance and sway of the respective socio-political system on the task of the military, â€Å"Military leaders of all ranks, particularly the senior military, have an obligation in a democracy to say something about it†. In the case of German post-war governments, learning from mistakes and paying attention to what the world is saying is making a big point in their arguments.Post-war governments have claimed to maintain a conscript army in order to safeguard against political extremism in the armed forces (Paterson, n.p.). Similarly Major General Bill Rollo had a whole briefing about the concern of military commanders regarding the effect of bad publicity on morale, and â€Å"particularly over a series of high-profile cases involving the alleged abuse of Iraqis by British soldiers† (Norton-Taylor, n.p.).It is apparently fair to an organ ization if the perception of the market-consumers shape its reputation. The company gains profits through the masses which pay for their goods, which in turn help it run its business, big or small. It is, as says Schwartz, not possible to completely fulfill the needs and aspirations of the working team and the consumers. The company must strive and motivate the circle through addressing their needs and choices as much and as far as they can.I would personally lead my company/unit by way of establishing a culture of bringing out the best products through the maximum information provided not only by the society’s general consensus, but through the voice of the working individuals of the team. It is in the inherent nature of man to seek expression. By appealing to this very nature, I would direct and lead the company into more responsive whole rather than a conformed group of tight-rope walkers who won’t know when trouble actually hits them because they were too busy list ening to orders.Work CitedHaralambos, Mike and Holborn, Martin. Sociology: Themes and Perspectives. United Kingdom: Collins, 2000.Norton-Taylor, Richard. Top brass fight to save army's reputation. December 30, 2005. The Guardian. October 2nd, 2007. https://www.theguardian.com/uk/2005/dec/30/topstories3.iraq