Describe the functions Essay

Received assignment which is to cover element 3. 1 all PCs. My initial task is to Gather all relevant information on the basic data structures for storage and retrieval. I will research through lecture notes and the books BTEC Information Technology, BTEC in Computing, File structures theory and practice, as well as to search through the CD ROM Groliers Encyclopaedia. Take notes on any relevant Information 9/5/95 – 11/5/95 Research information on the way that Basic data structures are analysed for different applications. Research through above books and CD ROM’s and take relevant notes. 11/5/95 13/5/95 Find out about logical and physical file organisation, with regards to PC3 Element 6. 1 of the log book. Take notes on relevant Information. 13/5/95 – 15/5/95 16/5/95 18/5/95 Research information using methods as above with regards to how the physical file organisation is analysed in relation to different media, PC4. Make notes Research information to cover PC 5, which needs me to explain location and access methods. Use literature as above 19/5/95 Word process first draft, and take to tutor for first review After outcome of first review take tutors advice accordingly. 20/5/95 Check work to see if any important facts have been omitted, ask Tutor for a second review. After outcome of second review finalise any missing facts. Word process final draft, check the work for mistakes and hand in finished report for 1/6/95 Nicky Wilson GNVQ Advanced IT Investigate data Structure for storage and Retrieval Element 6. 1 Introduction The report will analyse basic data structures for different applications and physical file organisation in relation to different media. The report will also explain basic data structure for storage and retrieval, logical and physical file organisation and location and access methods. A data structure is essentially a number of data items, also called elements or nodes with some relationship linking them together. Each item consists of one or more named parts called fields occupying one or more memory locations in the computer. For instance a list of numbers occupying consecutive memory locations in a computer is a simple data structure. Array: This is an ordering of the data elements so that the data is able to be extracted in a logical fashion, shown below is a diagram showing an example of this 1 6 9 3 Dim x (3) Index value 7 4 4 1 Dim y (3) Index value Dim x (3,3) Index value 9 2 6 7 Dim y (3,3,3) Index value Stack: The stack is a data structure chacterized by the expression LIFO = Last in first out this means that most recent item added to the stack is the first one which can be removed from the stack. A stack pointer is used to keep track of the last item added to the stack, which is the current top of the stack. Stacks are frequently used for data temporary storage. One common application of stacks is for storing return addresses (link values) for closed routines. TOP SP BOTTOM A stack only has two operations PUSH: Add an item POP: Remove the top item. FULL & EMPTY: Stack pointer It can define maximum values only one end used. Queue: The data structure known as a queue has the same characteristics as the queues that we encounter in everyday life. A queue in a data structure in which elements are added only at the rear of the list and removed only from the front of the list. A queue structure is often given the name FIFO which stands for first In first out. Data in what we call a queue is not moved along like people in a cinema queue, instead each datum stays in its storage location until its turn comes, thereby reducing time spent in data movement. The use of pointers makes this possible. FRONT BACK JOIN HERE Take items from the front, add items to the end. List: Lists provide a flexible way of handling data items in order. Changes to the order can be achieved with minimal data movement and little loss of storage space These can be ordered can contain N > 0 items, each data is an element, 3, 4, 41, 62, 79, 8, 11 or FRED, JIM, ANDY, CHRIS, SID. Tree: The tree structure is an Hierarchical structure, the term tree refers to a non linear data structure in which nodes have two or more pointers to other nodes forming an hierarchical structure. The top node is called the root node The bottom node are called leaf (Terminal nodes) and the nodes are connected by branches. Shown below is an example of a tree structure showing how a record in a employee file may have the structure shown below. Works Number Name County Sex Post Holidays Status Nation`ty phone Street Town Age Service Dept Years Salary Entitmnt Storage & Retrieval For example in a banking organisation, the information that must be recorded could be information on a customers checking or savings account, on loan applications, about employees of banking institutions etc. Due to the four parts of information, each part is related to as a file, so the banking organisation must record the information in four separate file shown below. Checking Savings Loan Employee Accounts Accounts Applications File File File File Records: Are a collection of related fields, an example to show this could be a record of an accounts file, which contains four fields. Illustrated below is a diagram showing this. ACCOUNT NAME ADDRESS BALANCE 9783 – 59 -812 JOE BLOGGS BLOGGS AVENUE 1000. 89 Files: Logical is referred to as the external view of the file a logical file is nothing more than a collection of all logical data. Media Access: File storage media is of two main types, Serial access and direct access, below is a short explanation of the two. Serial Access media: This means that in order to access a particular record, it is necessary to read all records which precede it in the relevant file. An example of this storage medium is in normal cassette tape. A difficulty with this storage media is that there are no readily identifiable physical access areas on the medium which can be addressed, it is non addressable. Thus to look for an individual record the software needs to examine eachreco rd key field, in sequence from the start of the file until the required record is found. Direct access media: This allows direct access to a particular record, for example floppy or Hard drives. They have physical divisions which can be identified by computer software, as well as hardware, and can be addressable so that particular locations can be referred to by name or code, to retrieve a record which is shared at the location. Basic data structures are analysed for different applications Input / output Queuing and spooling Computer and printer everytime you print work out in room 107 YCC you go into a queue, it stores the information and prints it out in the order it went in. Queuing information uses first in first out. If it was more advanced, for example you needed to have certain priorities for printing ( small files first) to make the system more efficient you would need to use a list structure. Spooling is the other way round, putting things together ready to go out. It would be possible to use a queue data structure. Storage (tables, declarations, files, databases) Table for example containing storage devices. TABLE 0 1 2 3 4 0 1 2 3 Two dimensional, one column specifies, and one column specifies the row. Stored in a two dimensional array structure. Files are made up by a number of logical records. 1 Dimensional array Dimensional array Field Record Record Record Record Record Problem must contain the same type of information Each box of array can only store the same type of Information Retrieval: All structure storage and retrieval vary from structure to structure. It may use a tree, to extract information from a tree the name given is traversing the tree or tree walking, for simplicity we will use binary trees. The reason for this is that each node can only have two branches. Left Subtree Node Right Subtree A B C D E F G. Inorder Traversal: Traverse the left subtree, visit the node. Traverse the right subtree. = DBEEAFCG Preorder Traversal Start at Node A Traverse the left Subtree. = ABDECFG Post Order Traversal Traverse the left Traverse the right Return to the Root. (Node) = DEBFGCA. Searching For searching list and array structures. Compilation: is the process of translating a High level language into machine code (Basic, Pascal, FORTRAN) There are 3 main steps   Lexical   Syntax Analysis Data structures is what we are interested in   Code generation Lexical analysis: This involves breaking the input to the compiler into chunks, also known as tokens. Syntax Analysis: This involves checking whether the input tokens form valid sentences when put together. This process is known as parsing. The second process of syntax analysis involves determining the values of arithmetic expressions. Code Generation: The final stage of the compilation process, where the machine code is generated. Methods of Syntax Analysis Parse trees can be used to evaluate whether a statement has the correct syntax. Customer 27 Customer 6 Customer 33 Customer 49 Sequential access files These are the files where the records are stored one after another in a predetermined order. This is usually around the key field, when files of data are created you need a means of access to a particular record within those files. This is done by giving each record a key field by which the record can be recognised or identified. Examples of key fields could be Customer number in a customer ledger record Stock code number in a stock record   Employee clock number in a payroll record Customer 10 Customer 26 Customer 34 Customer 47. Indexed sequential file: Records are stored in a sequence like sequential, the important difference is that an index is provided to enable individual records to be located. Strictly speaking the records may not always be stored in sequence but the index will always enable the sequence to be determined. Illustrated below is an example of an indexed sequential file. 1 INDEX 2 3 1 . . 10 . 10 11 20 12 . . . 20 21 22 Random access file structure This allows the ability to retrieve a record without having to read all the records that appear before it in the file. it allows fast access to records it is ideally suited for Interactive systems. Physical file organisation is analysed to different media Magnetic tape. Because of the physical characteristics of magnetic tape it is necessary when processing a file that the tape unit starts to read the tape unit at the beginning of the tape. Magnetic tape is a low cost high storage capacity device, its advantages are that it is very cheap. Files can be organised two ways serial and sequentially. Shown below is a diagram showing how a file is arranged on tape both logically and physically. Block or physical record File I I header R1 R2 R3 R4 B R5 R6 R7 B R9 R10 R11 R12 †¦ label G G Logical Records Inter Block Gap. Magnetic Disk: Magnetic disk provides storage facilities far more flexible than magnetic tape. The surface of the disk is divided into physical locations. It is a direct access medium. Magnetic disk supports the following file organisation methods Serial, Sequential. CD ROM Uses tracks to store the data on, the tracks are very close together . They have a mass storage capacity, they can hold about 600Mb of information and are direct access medium. Latest CDs now allow you to put information on and keep adding to it. RAM Random access memory is Electrical memory, it is a temporary store for holding programs and data that has either been put into the computer from either disk, typed at the keyboard or input from some other device. This type of memory is called volatile memory that means that the contents of main memory can be destroyed, either by been overwritten or when the machine is switched off. It is direct access and very fast access, it has a limited capacity and is relatively expensive. Location and access methods are explained serial sequential order: The lowest value is at the top, and the highest at the bottom. You would start at the beginning and work your way, the advantage of using this way is if for instance if you wanted to find number 29, if by the time it gets to number 34 the value is not found, the search will be terminated immediately. If it wasn’t sequential you would have to go through the entire list. 4 13 26 34 If number 29 is not found by here, search will be stopped 97 102 Serial search: Using a serial search you would go through the files in each order, look through data items one at a time, from the start of the data structure to the end. This can be a very inefficient type of search because all of the data items must be examined unless the data is ordered. This is the only type of search that can be used with unordered information. Serial record search: This means that in order to identify and retrieve a particular record it is necessary to read all the records which precede it in the relevant file, until the file you require is found RECORD 1 RECORD 2 RECORD 3 RECORD 4 Evaluation I am happy with the outcome of the assignment, I feel that I have covered the criteria and the range that was required. The way I approached the assignment was as such, first of all I researched Information from the books Information Technology by Roger Carter, BTEC Computer Studies, Information Processing BTEC, A level BTEC and first degree computing. The next process was to decide which way, was the best way to try and cover the PCs and ranges for the unit were covered. Eventually I reached the conclusion that it would be easier for me to work through the PCs in the order that they appear in the log book. Thus starting with PC1. The other way I thought of approaching the assignment was to start by doing PC1 first but to try and bring in other elements of the ranges in accordingly. The reason why I opted out of doing it this way was because I thought that it would make it more difficult. The way that I tried to checked the validity of the Information was by, trying to compare the information that I had it with the different books and CD ROM’s to see if it was correct. This way proved hard. In my opinion it is hard to judge the validity of the information for this assignment, because certain areas relating to this subject is hard to find a wide range of Information on. I have not done the work as instructed on my action plan, I have had reviews by tutor earlier than stated in my action plan, the reason for this is because I have other assignments that need completing. If any criticism is to be applied to my work, I feel that I have not gone into depth with certain parts of the assignment, but elaborated too much on other areas. Bibliography Books and CD ROM’s Used Computer Studies for BTEC (3rd Edition) Geoffrey Knott, Nick Waites, Paul Callaghan, John Ellison. Business Education Publisher ltd. 1993 Information Processing for BTEC 2nd Edition Geoffrey Knott, Nick Waites, Paul Callaghan, John Ellison. Business Education Publisher ltd. 1990. A level, BTEC & first degree Computing by Nick Waites, Geoffrey Knott. Business Education Publishers Limited 1992 Information Technology by Roger Carter, first published 1991, reprinted 1992. Encarta encyclopaedia, Times, Guardian, Groliers Encyclopaedia (CD ROMS).

How does Shakespeare in his final act of Much Ado About Nothing Essay

Question) How does Shakespeare in his final act of the play put all the pieces of the puzzle together revealing every character’s true nature? Answer) The church scene has taken place and the watch has officially unearthed the truth. Act 4 has set the mood for the denouement of the play, where all the pieces of the puzzle are put together and the true nature of the play being a sunny comedy is preserved. Act 5 which is the final act of the play begins with a furious exchange of word between Leonato and Antonio on one side and Don Pedro and Claudio on the other. Don Pedro and Claudio are informed about Hero’s death but they fail to show any sign of remorse. Benedick enters and challenges Claudio to a duel. The situation seems to be getting more complicated just when Dogberry enters along with Borachio and Conrad bound by the watch. Borachio informs Don Pedro of the truth as he says, ‘what your wisdom could not discover, these shallow fools have brought to light.’ Don Pedro and Claudio seek repentance as Leonato asks Claudio to ‘Hang an epitaph upon Hero’s tomb and since he could not be Leonato’s soon-in-law’, Leonato asks him to be his nephew by marrying Antonio’s daughter. The play progresses and the audience for the first time witnesses a somewhat romantic dialogue between Benedick and Beatrice. Claudio, as promised by him, sings to Hero’s grave as he says, ‘Pardon goddess of the night those that slew thy virgin knight.’ The play now moves into its final scene where Hero is brought in front of Claudio and Claudio readily accepts her. Also, Benedick asks for Beatrice’s hand in marriage. The news of Don John being caught comes in. The characters however are in a jolly mood and thus postpone Don John’s predicament and start to revel. With this the play ends on a happy note. However, the final act is one of revelation. Not only does it put all the pieces of the play together but also exposes the true nature of the characters as well. To start with Hero is technically brought back to life both literally and metaphorically (as the false accusations are lifted). Her sanctity is preserved. However, she again appears to be a mere puppet of the patriarchal society as she readily agrees to marry Claudio and doesn’t even question her father. Claudio has lost respect in the eyes of the audience and his reputation takes one final hit as he appears to be a superficial human. He readily agrees to marry Leonato’s daughter, thus showing that he as a person doesn’t believe in true love. However, when he sees Hero, there is again a complete volte-face in his behaviour and seems to have fallen in love with Hero again. However, it is needless to say that this love is superficial as that is all that Claudio is capable of. Don Pedro who has remained quite all this while and has not put the powers vested in him to good use also somewhat redeems himself by repenting at Hero’s grave. Don Pedro is a mature and discerning character. However, during the play, the circumstances surrounding him cause him to take irrational decisions. However, in the final act he is quick to understand the situation when Benedick informs him that Don John has fled Messina and when he sees Borachio and Conrad bound by the watch. Leonato, a victim of self-deception like Claudio, thinks of himself as someone very righteous but doesn’t appear so in the church scene when it is most needed. Leonato also makes an unreasonable decision of ‘giving away’ his daughter to Claudio, the very man who had openly slandered her. The norms of the patriarchal society are so deeply ingrained in him that he fails to be a sensible character. This is seen especially when he easily forgives Don Pedro and Claudio but holds Margaret responsible as he says, ‘So are(innocent) the prince and Claudio who accused her upon the error that you heard debated. But Margaret was in some fault for this.’ The merry war also comes to an end as Beatrice and Benedick decide to marry each other however not without a final war of wits as both claim to love each other only to the extent that is reasonable. Their love is passionate and is deep-rooted unlike the courtly love of Claudio and Hero. This couple appears to be the stars of the play as they are probably the only characters who manage to maintain a good reputation in the eyes of the audience though initially both appear to be very garrulous in their demeanour. Don John along with his villains is help prisoner and their villainy is also brought to light. The minor characters also make short appearances in this act. Dogberry manages to pull off another set of malapropisms and entertains the audience with slapstick humour. The image of Dogberry being a bumbling idiot remains constant. The play comes to an end putting all the suspense and deceptions to rest. Though the play is a sunny comedy, there still remains contention over how happy the ending truly is considering that Hero has been asked to remarry Claudio. Also, the friendship between Benedick and Claudio has taken a turn for the worse. Clearly Don Pedro is also somewhat depressed as he is the only person who remains a bachelor and had earlier showed some sparks of attraction towards Beatrice. However, these our minor issues which are resolvable. The major issues have been resolved and the characters have also matured over the course of the play. Thus, it can be conclusively said that the play ends on a merry note. Act 5 serves as a well organised denouement as all the pieces of the puzzle are put together and the true nature of every character is revealed.

Letter to admissions

I would like to explain discrepancies that may have caught your attention on my application: my low grades during my first year of college.   At a young age I was diagnosed with a learning disability.   All throughout my early education I was provided special education.   This included being in a class room setting and separated from the general group of students.   This setting always made me feel different and not as smart as the other children. I must admit that I began to hate the stigma and teasing from other students associated with special education.   Upon entering college, I felt it was time to put that part of my life behind, and be a â€Å"normal student†.   My parents insisted that I let my college know of my learning disability; reluctantly, I decided to do so. However, I didn’t take advantage of the resources available to students like myself.   During my first year of college, my ignorance took a toll on my grades, because I didn’t use the resources available to me from the Learning disability service, my grades suffered tremendously. Deep down I knew why, and took it upon my self, to put behind my fears and not be ashamed of my disability.   During my second year of college, I began to use the resources that were made available to me such as the extra time during my exams and tutoring.   Once I did this, my grades began to improve, and my counselors helped me pick my classes so I would not be overwhelmed. I began to organize my time more efficiently as well.   If I have the chance to attend University at Buffalo, I will utilize services the Learning Disability offices, to the fullest. I no longer feel ashamed and realize that I just learn differently from others and because of that it doesn’t make less of student. I would also like to state that I have come to a point in life that many people have not.   I have made a firm decision to recommit myself to pursuing my dreams.   While there are those who believe that with an ounce of luck and a ton of persistence anything can be accomplished, I believe that there is no reason to expend so much energy and rely on luck.   I believe in taking hold of my destiny and carving out a future for myself based on the decisions that I make in life.   Life is simply too short and too precious to be left to luck alone. While I personally believe that â€Å"there is no such thing as a free lunch† and that everything a person has in life must come from hard work and perseverance, I also believe in charity.   I believe in helping others who do not have much in life.   I believe in helping people regardless of their nation, race or creed.   I believe in being a better person so I can best help myself and others around me.   I believe that (Insert Name of University) is the best place for me to turn these beliefs into realities. Related essay: â€Å"Co Curricular Activities Letter†

Procter and Gamble Case Study Example | Topics and Well Written Essays - 1000 words

Procter and Gamble - Case Study Example Jaeger also let the existing brands sideslip while introducing expensive new brands that never caught on. One of the Jaeger's shortcomings was lack of understanding of P&G's culture, having come from abroad and having worked his way up he failed to imbibe the true spirit that P&G was built upon and tried to do away with the very identity and brand imaging P&G worked on. It was under Jaeger's leadership strategic focus and direction became fuzzy and not only did the company's profits decreased P&G became saddled with excess baggage that threatened to squeeze P&G's life blood. (Jamal Shamsie 2005) Jamal (2005) mentions that Lafley is focusing on existing strengths in brands that have strong following and following these brands to make them into super brands - empowering his work force, delegating responsibility and ownership into employees, and recognition of the efforts. He also focused on opening channels and reducing hierarchical layers so that ideas and suggestions are heard quickly and acted upon quickly. He believed in the motto that key assets of P&G are its employees and brands. Lafley is also focusing on focusing on P&G's strong cultural values and on reclaiming the heritage through aggressive measures whilst taking employees into complete confidence. He has focused on building goodwill, strengthening of key areas and opening of communication channels. (Jamal Shamsie 2005) Jamal ... Jamal (2005) believes that some of his major steps have been to trim down the work force, especially the leadership team, realigned responsibilities, reducing multiple layers, changing traditional hierarchy at P&G, making P&G customer focused rather than other way round. He has instituted regular meetings with all of his 12 top executives every start of week, sitting at a round table, letting them thrash out ideas while acting only as a moderator. He has focused more on women giving to them more key positions then before. He has recreated existing brands with new outlook to make product usage an experience that users would want to enjoy. He has complemented beauty line with acquisitions of Clairol and Wella. He has been of the opinion that P&G should build up on its strengths and should not be diversifying and loosing focus on areas which are not its key strengths. He has revamped its existing 200 brands adding extensions that complement on existing brands that add value to existing brands by providing additional features that would enhance the brands existing functions - Tide stain brush, a battery powered brush for removing stains, while washing with Tide! (Jamal Shamsie 2005) Some of the ethical issues he has had to face with is bringing people from outside where P&G earlier only promoted from within - giving multiple promotions to promising P&G 3 staff members, giving women higher responsibilities and more decision making roles. Another difficult decision had been to outsource any product or service that was not value adding inside the firm. He has to a large extent shifted the surplus workforce from his own premises to the outsourced company's premises. (Jamal Shamsie 2005) What is Lafley hoping to achieve with his

Decisions in Paradise III Essay Example | Topics and Well Written Essays - 750 words

Decisions in Paradise III - Essay Example With newspaper or Third Estate being a key part of optimal democracy, the people and importantly responsible government could welcome it. Factors affecting the decision As discussed in the case scenario, there are certain internal as well as external environmental factors, which could impede CBTL’s plan of launching the new business. When one focuses on the external factor, the main problem is the destructive and inconsistent weather pattern in Kava. Kava being in the â€Å"danger zone† of many natural disasters including earthquakes, tornadoes, volcanic eruptions, etc, any business initiative of CBTL in Kava has to face its repercussions. These natural phenomenons have the power to completely destroy the newspaper office and its network, if the intensity is greater or even closer to the newspaper infrastructure. Although, CBTL can technologically safeguard its infrastructure and network, it cannot be fully trusted, until it effectively faces and survives a disaster. Th at is, there will be skepticism regarding how CBTL can protect its infrastructure, creating doubts even among the upper management and stakeholders of the CBTL. This could lead to blocking of finances for the project, thereby making the newspaper plan unsuccessful. In addition, the upper management could raise skepticism about the reconstruction costs, which may be incurred on the CBTL, if the technological safeguarding does not work out well and the infrastructure gets destroyed. So, the solution mainly focuses on building a strong and disaster proof infrastructure for the newspaper office and its network, even building at a safer location. Resources and actions required Natural phenomenon could wreck CBTL’s business plans and could even diminish any chances of it developing a hold in Kava. Thus, all the natural and even man-made factors, which could destroy or even impede the newspaper plan has to be solved through certain measures. As part of these plans, the newspaper off ice including its network has to be located in a safe and secured location within the islands. Although, most of Kava is disaster prone, locations with minimal threat level can be selected after good study of the geography and importantly after analyzing previous incidences of natural disasters. After finding a safe location, CBTL can put all its technological resources to build a stronger and effective infrastructure, which will be able to withstand most of the natural phenomenon. To further make its investment in the infrastructure foolproof, CBTL can go for insurance cover. With the insurance scheme, CBTL can be financially protected in the case of disasters, and could do the reconstruction with that option. In addition, to further strengthen its business and also to fulfill CSR, CBTL can recruit local people for jobs in the newspaper office. Qualified and equipped employees can provide good employment option for CTBL. Ethical aspects A lack of business ethics on the part of orga nizations and corporate leaders can contribute sizably to the demise of the organization (Adadevoh, n. d). When CTBL carries out various steps to solve the threats to its newspaper plan, it could also lead to some ethical issues. As mentioned above, as part of CSR and also to tap good talent, CTBL can recruit local people for its newspaper operations. However, with HIV having incidence rate in Kava and with the targeted population of youth being the main sufferers, there may be ethical dilemmas on

Insider Trading Essay Example | Topics and Well Written Essays - 500 words - 2

Insider Trading - Essay Example Insider trading simply refers to trading in securities with possessive influence of material nonpublic information (Shin, 1996). Prohibition of insider trading derives the force of law under the federal securities law Rule number 10b-5, promulgated by courts pursuant to Section 10(b) of the Securities Exchange Act enacted in 1934. Additionally, the Insider Trading Sanctions Act ("ITSA") enacted by the congress in 1984 and the Insider Trading and Securities Fraud Enforcement Act ("ITSFEA") of 1988 basically expanded the definition of persons in â€Å"control" of information capable of giving undue selective advantage to certain investors (O’Brien, 1995). In particular, â€Å"insiders’ not only refer to managerial officers, directors and controlling shareholders, but also covers corporate outsiders in possession of inside information disseminated to them by either true or constructive insiders. Under the foregoing legislative initiatives, insider trading is a violation of the ethical coded conducts laid down and monitored by the federal government and the Securities Exchange Commission, which is an extension of the government. Ordinarily, company employees as well as clients will most likely have access to material non-public information regarding possible advisory courses supposedly taken by clients or public companies (Harris, 2003). As an employee of Medivac, Manny was an insider with full knowledge of a proposed merger between her employer and Medtronic. Though the position held in the company is not mentioned in the case beforehand, Manny is seemingly knowledgeable enough of the treasure in waiting, perhaps with a basic understanding of insider trading regulatory principles to evade the consequential effects of violation scenarios. As stated above, the violation of insider trading law traditionally involves the purchase and/or sale of securities aided by "insider" material information that is/are non-public.

Personal Philosophy in Education Essay Example | Topics and Well Written Essays - 1000 words

Personal Philosophy in Education - Essay Example It is this therefore my opinion that schools should administer comprehensive physical education programs for the reasons that I will be highlighting in this paper. Physical Education has a very critical role to play ensuring that students receive wholesome education. A wide body of research for is available to show the effect that movement for instance is of great importance to the education of the mind and body. It has a direct contribution in developing physical fitness and competence as well as helping learners make wise decisions and appreciate the value of physical activity to life. Physical education impacts positively on the academic learning and physical life among students. An active and healthy learner for instance has a higher motivation, alertness and chance of being successful. Play has been found to correlate positively with the development of cognitive and motor abilities and as such is very important especially during the preschool years as well as primary education. As the child enters the adolescence stage, physical activity could greatly improve confidence, positive self-concept and capability to handle challenges intellectu ally, socially and even emotionally. Throughout the years of schooling, administration of a quality Physical Education program enhances social cooperation and competencies of problem resolution. By administering Quality Physical Education Programs in our schools therefore we assist learners develop skills that affect their health for the rest of life. Through implementation of Physical Education Programs in the school setting, the student body, school and society benefits a lot. Physical Education is the only educational program offering students practical opportunities through which they can develop motor competencies, be physically fit and appreciate the health benefits of leading a physically active life. Prevention of diseases, acquisition of skills for safety and

Applying Counting Method Speech or Presentation Example | Topics and Well Written Essays - 500 words

Applying Counting Method - Speech or Presentation Example At first we had 5 choices, then 4, and then 3.The total number of options was 5*4*3=60. We had to pick three pupils out of the five. To do this, we had to start with all the 5 options, then4, and, lastly, 3 when we ran out of the top three positions. The factorial for this is: 5! =5.4.3.2.1, but we only need 5*4*3 .So how do we get rid of 2*1? If we do 5!/2!, we get this: 5!/2!=5.4.3.2.1/2.1=5.4.3we used 2, because this is what remained after picking the top three positions. This can further be expressed as: 5! / (5-3)! This means that we use the first three numbers of 5! On the other hand, combination is very simple, since the order does not matter. Dog, cat, and a goat. Let’s figure out how many different ways these animals can be rearranged. We have 3 choices for the first animal, 2 for the second animal, and 1 for the last one. Therefore, we have 3*2*1 ways to rearrange the animals. Since there are 30 runners for the qualifier, the first run can be ran by all of them, the 2nd by 29, the 3rd by 28, the 4th by 27, and so on until the remaining individual is one in the track. Hence, the answer is 30

Retail Marketing Essay Example | Topics and Well Written Essays - 3000 words - 1

Retail Marketing - Essay Example Today Waitrose is considered to be the sixth largest supermarket in the UK. It has a total of 241 branches, 18,000 stock lines and its grocery market share in the UK is estimated to be 4.3%. The retail business has fresh, quality, and safe products, quality customer service, and proper home delivery services. Through this, the grocery is known for its good reputation and image. The grocery has new and loyal customers (John Lewis Partnership, 2010). Waitrose is known to be a luxurious supermarket because of its provision of high quality goods and excellent services to the customers. The grocery’s employees have remained loyal hence, low turnover of staff. They are committed to meeting the various needs of customers. Through all this, the company has continued to thrive. The major competitors of Waitrose include, Tesco, ASDA, Sainsbury’s, and Morrison’s. The pricing of goods in Waitrose supermarket is higher compared to that of its competitors. International retail ing International retailing involves expansion of retail operations; concepts, management expertise, technology, and buying function beyond the domestic market. Retailers are faced with several operational challenges as they seek to expand their business beyond their borders. These challenges are; demand for products that are new and trendy, diversity and brands, retailers have to ensure their products remain exclusive. There is also increased competition, rapid globalization, E-commerce and complexity in terms of technology. The impact of these challenges increases as the rate of change accelerates and global markets become more volatile and turbulent. For survival in international markets, retail enterprises will have to embrace the new realities. Simpson and Thorpe’s PLIN Model is appropriate in the assessment of Waitrose international viability. In this model four main factors helps to differentiate Waitrose domestic market. These factors provide the basis to consider int ernational expansion as a possible growth strategy. They include product, lifestyle, image and niche, which are reflected in the various strategies adopted by Waitrose. Waitrose has segmented its products. In terms of lifestyle, Waitrose is considered a luxurious company dealing with quality and safe products. The image of the Waitrose is reflected in high price perception of the company, specialty in fresh and quality food products. Niche on the other hand is reflected through Waitrose specialization on fresh food products that are of high quality. Strategies of Waitrose Waitrose supermarket has specific strategies in place which help to attract more customers, expand its market share and increase its profits. These strategies are useful in the assessment of Waitrose international viability. They include; online shopping, home delivery service, specializing in products of wide range, maintaining the freshness and the quality of products, setting aside vital products that are low pr iced, better customer service and market segmentation. Waitrose has also introduced meaningful ideas which help in cost control and reduction. Its image and reputation has also been boosted by the grocery participation in corporate social responsibility (John Lewis partnership annual report, 2010). The value chain of Waitrose is important, Michael (1985) and Johnson et al (2005) highlights the basic activities of value chain. It includes the following; the first is inbound logistics. Leckford

ART Essay Example | Topics and Well Written Essays - 250 words - 11

ART - Essay Example The Gothic style of art was experienced from 12th to the 16th century and was mostly related to architecture. Ancient art is a term used to depict the various artifacts produced by difference cultures and the societies of the ancient periods. These forms of arts were not in written format but were in visual format such as sculptures and painting and architecture. The ancient art produced by the Egyptians was related to religion as they were very religious people and their art reflected different Gods and situations experienced by Gods. Art work produced by the Greek during ancient times mostly comprised of architecture, poetry and sculpture, they had various forms and styles of arts including Classical and Archaic styles of art. It is a myth and a common believe that Roman copied Greek art but their art was very different and much advanced than Greek art. They used their art to depict great events such as wars and victories of

Government and Police State Term Paper Example | Topics and Well Written Essays - 2750 words

Government and Police State - Term Paper Example This paper focuses on BIAs in Seattle, in the US. The paper will discuss on BIAs in Seattle including BIA best practices; creating a BIA including the legal requirements and operating a BIA. The growth of American cities began around downtown and neighborhood main streets with majority of the people occupying them being independent businesses and local property owners. The rapid development of the infrastructure particularly the highway expansion provided an incentive for growth of Automobiles during the World War II. The availability of relatively inexpensive mortgages led to the rise in housing development.1 Outlaying shopping malls became the dominant feature especially in downtowns and other older relatively older commercial districts. These shopping malls became highly successful and part of the reasons for the same was: the ability to use a consistent design theme; ability to run different businesses within the same premises; and having and having an efficient decentralized management.2 The concept of business district management funded through mandatory assessments emerged in the 1970s, and grew to wide popularity during the 1990s. Under one name or another, well over 1,000 such districts exist today throughout the United States, with many more in Canada and throughout the world. BIAs is involved in provision of different programs key among them being marketing; professional management; and beautification just to mention a few. The extent of the programs provided by BIAs is, however, subject to the availability of funds as dictated by the yearly annual budget. In the year 2011, for example, BIAs estimated budget was about $17 million whereas the median budget was set at $342,000. For efficient management, a budget of $200,000 or less is usually allocated to the management staff of up to 2 people and a modest budget for other services such as promotions and marketing.3 America has seen the number of BIAs

Bosch company part-A project report Essay Example for Free

Bosch company part-A project report Essay 1.1 Autumobile industry The automotive industry designs, develops, manufactures, markets and sells the world motor vehicles. In 2008, more than 70 million motor vehicles, including cars and commercial vehicles were produced worldwide. In 2007, a total of 71.9 million new automobile were sold worldwide. Around the word, there were about 806 million cars and light trucks on the road in 2007: the burn over 260 billion gallons of gasoline and diesel fuel yearly. The numbers are increasing rapidly especially in India and china. 1.2 INDIA An embryonic automotive industry started in India in the 1940s. However for the next 50 years the growth of the industry was hobbled by the socialist policies and the bureaucratic hurdles of the license. Following, the economic liberalization in India from 1991 and the gradual easing of restrictions on industry, India has seen dynamic 17% annual growth in automobile production and 30% annual growth in export of automotive components and automobiles. India produces around 2 million automobiles currently. Total turnover of the Indian automobile industry is expected to grow from USF 34 billion in 2006 to 122 billion in 2016. Tata Motors has launched Tata Nano, the cheapest car in d world at USD 2200. Indian automotive industry is contributing a significant portion to overall Indians GDP. This sector is growing and promising a lucrative future. Automotive sector also provides wide business and employment opportunities. With the liberalization of economy, the decades old monopolistic environment of the Indian automotive industry where only a handful of vehicle models were available with a long waiting list, gradually gave way to a highly competitive, complex and rapidly changing market which was not limited to domestic market alone. Today the number of vehicle models available are more than hundred and not a month goes without offerings of newer and more advanced mode. Ironically for the Indian automotive industry, the cost of technology  development has increased manifold and increasing product cost has put a squeeze on profit margin affecting their ability to outsource expensive technologies. Moreover, the technologies are not so easily available from outside .Instead of giving a license or setting up joint ventures with an industry, many intentionally renowned automobile manufacturers have started production in India to take advantage of grate commercial opportunities Indian market offer. Even in the existing joint venture, the control has slowing moved into hands of MNCs. Indian automotive industry urgently needs technologies to produce fuel efficient, environmental friendly, lighter, safer and cost competitive engines, and vehicles. Advanced material and manufacturing techniques, technologies for using alternative fuels, emission abatement, fuel economy improvement, safety enhancement, engine management systems, and embedded vehicle control system are some of the areas where we must focus our efforts. 1.3 AT PRESENT, INDIA IS THE WORLD’S †¢Largest tractor and three wheel vehicle producer †¢Second largest two wheel vehicle producer †¢Fourth largest commercial vehicle producer †¢Eleventh largest passenger car producer. CHAPTER- 2 COMPANY PROFILE 2.1 BACKGROUND AND INCEPTION OF THE COMPANY BOSCH Group founded in 1886 in Germany as a workshop for precision Mechanics and Electrical engineering by Robert BOSCH Group. The BOSCH Group today is the largest automotive technology supplier in the world with a global group turnover of 47.3 billion Euros in the automotive technology, industrial technology, consumer goods and buildings technology in the fiscal 2010. Robert BOSCH Group GmbH is a widely known company the world over, with presence across six continents. It has more than 300 subsidiaries and regional companies in over 60 countries. If its  sale and service partners are included, then Bosch is represented in roughly 150 countries. Bosch operates 260 manufacturing locations worldwide of these 200 are located outside Germany in Europe, North and South America, Asia, and Australia. The company employs more than 283,500 associates worldwide. The name Bosch is synonymous with innovation in automotive technology, industrial technology and consumer goods and building technology. The company is not just famous for automotive technology products like Gasoline, Chassis systems and Car electronics, it is also a pioneer in the areas of automation technology, metal technology, packaging technology, power tools, heating technology, house hold appliances, car multimedia systems and security systems. In 2010, BOSCH Group filed 3800 patent applications across the globe. The special ownership structure of the BOSCH Group guarantees financial independence and entrepreneurial freedom of the Bosch group, making it possible for the company to plan over the long–term and to undertake significant up front investments in the safeguarding of its future. 92% of the shares capital of Robert Bosch GmbH is held by Robert Bosch sifting GmbH, the charitable foundation. The slogan â€Å"Invented for Life† is part of its long tradition, through which it communicates the Group’s core competencies and vision, that includes technological leadership, modernity, dynamics, and quality and customer orientation. 2.2 ABOUT BOSCH LIMITED Bosch has been present in India for more than 80 years –first via representative office in Calcutta since 1992, and then from 1951 via its subsidiary Bosch Limited (formerly Motor Industries Company Limited) Bosch Limited (then MICO) began operations with a two man team in Chennai; its activities were importing and marketing BOSCH Group automotive products. Soon after the company set up a manufacturing plant for sparkplugs and fuel injection equipment for diesel engines in Bangalore. Bosch Limited today is the country’s largest auto component manufacturer and also one of the largest Indo-German companies in India. The BOSCH Group holds close to 71.18% stake in Bosch Limited. The company is headquartered in Bangalore with manufacturing facilities in Bangalore, Nasik, Naganathapura, Jaipur and recently-opened facility in Goa. The plants are TS 16949 and ISO 14004 Certified. Bosch Limited has its presence across automotive technology, industrial technology and consumer goods and building technology, with strength of over 11,700 associates. The company recorded a turnover of Rs. 6630 crores in 2010. The company has excellent RD and manufacturing capabilities and a strong customer base. Its market leadership is testimony to the high quality and technology of its products. It also has a strong presence in the Indian automotive services sector. Bosch’s service network spans across 1,000 towns and cities with 5000 sales outlets and over 4,000 authorized representatives who ensure widespread availability of both products and services. Bosch Ltd: Bosch is also represented by five other group companies in India. 1.Robert Bosch Engineering and Business Solutions Ltd: Robert Bosch Engineering and Business Solutions Ltd., a 100% subsidiary of Robert Bosch GmbH, which is present in India since 1998, has emerged as one of the largest Bosch development centres outside Germany. It provides end to end engineering and technology solutions for all the business sectors of automotive technology, industrial technology, consumer goods and building technology. 2.Bosch Rexroth India Ltd: Bosch Rexroth India Ltd., established in 1974 in India, serves customers through its manufacturing facilities and service centres in Ahmadabad and Bangalore. 3.Bosch Chassis Systems India Ltd: Bosch Chassis Systems India Ltd., established in 1982 as Kalyani Brakes Limited in India, is amongst the leading manufactur ¬ers of brakes in the country. It currently manufactures a range of Hydraulic Brake Systems meeting the stringent quality norms of many leading Indian and international vehicle manufacturers. 4.Bosch Automotive Electronics India Private Ltd: Bosch Automotive Electronics India Private Ltd. is a 100%  subsidiary of Bosch Group and is engaged in the manufacture and sale of electronic devices and electronic control units. The Company is based at Naganathapura in Bangalore. 5.Bosch Electrical Drives India Private Ltd: Bosch Electrical Drives India Private Ltd. is a joint venture company. It drives for various automotive applications such as window lift drive, wiper system, engine cooling fans etc. Robert Bosch Worldwide The Bosch Group is one of the world’s biggest private industrial corporations. Headquartered in Stuttgart, Germany, the Bosch Group has some 280,000 Executives worldwide, and generated annual sales revenue of 38.2 billion Euros in 2009. There are about 300 subsidiary and regional companies around the world. History of Bosch †¢1886 Opening of Workshop for Precision Mechanics and Electrical Engineering in Stuttgart on 15 November †¢1887 First low-voltage magneto from Bosch for stationary petrol engines †¢1897 First low-voltage magneto ignition for motor vehicle internal combustion engines †¢1901 First plant in Stuttgart †¢1902 First commercially viable high-voltage spark plug †¢1906 Production of 100,000th magneto ignition †¢1906 Introduction of eight-hour working day †¢1910 Opening of plant in Stuttgart-Feuerbach †¢1913 Start of production of headlights †¢1918 American assets seized; later become American Bosch Magneto †¢1926 Start of production of windscreen wipers †¢1927 First diesel fuel injection pump †¢1929 First TV Set from Fernseh AG division †¢1932 Formation of Junkers Co. †¢1932 First power drill from Bosch †¢1932 First Blaupunkt car audio †¢1936 First diesel fuel injection pump for passenger cars, such as the Mercedes-Benz 260D †¢1942 Death of the company founder Robert Bosch on 12 March †¢1962 Worcester Bosch Group opens in England †¢1964 Robert Bosch Foundation †¢1970 Company headquarter moves to Gerlingen †¢1976 First oxygen sensors †¢1978 Worldwide first Anti-lock Braking System (ABS) †¢1979 First electronic engine management system (Motronic) †¢1982 Company acquires photographic equipment division from Braun AG †¢1986 Traction control system (TCS) on the market †¢1995 Acquisition of Atco-Qualcast Ltd †¢1995 First Electronic Stability Control Electronic Stability Program (ESP ®) †¢1997 Common rail diesel fuel injection †¢2000 DI-Motronic gasoline direct injection system †¢2003 Acquisition of Buderus AG †¢2003 Digital car radio with MP3 drive and digital recorder (Blaupunkt) †¢2003 The formation of the Robert Bosch Tool Corporation and acquisition of S-B Power Tool Corporation and Vermont American Corporation including the brand names for Bosch Power Tools, Skill Power Tools, Dremel, Vermont-American, Primark brands, and Gilmours †¢2004 Third-generation common rail diesel injection for cars, with piezo injectors †¢2004 Bosch opens new Technology Center in Abstatt †¢2006 Bosch acquires Telex Communications, a maker of hearing aids, headsets and audio equipment, and partners with Daewoo to build Bosch refrigerators in Mexico †¢2007 The Bosch Communications Systems business unit is created to manage the brands and products of former Telex Communications †¢2008 Tata Nano, the $2,500 Peoples Car powered by Bosch-designed engine is unveiled at Auto Expo in New Delhi. Bosch plans to acquire majority stake in Ersol photovoltaic’s. †¢2009 Bosch acquires LR Nelson, a maker of lawn and garden products, including ponds, and merges the Gilmour’s and Nelson brands into Bosch Garden and Watering. †¢2009 Manufacture of Electronic Control Unit and Anti lock Brake System. †¢2010 Bosch started production of predictive emergency braking system, which alert of emergencies automatically applies brakes if needed †¢2010 Launch of A4000 pump meeting BS3 norms of commercial vehicles in India 2.3 NATURE OF BUSINESS CARRIED Automotive Technology Business divisions: Diesel and Gasoline Fuel Injection Systems, Car Multimedia Systems, Auto Electricals and Accessories, Starters and Generators, Energy and Body Systems. Industrial Technology Business divisions: Packaging Machines, Special Purpose Machines, Solar Energy Consumer Goods and Building Technology Business divisions: Power Tools, Security Systems 2.4 BOSCH VISION Creating Value – Sharing Values As a leading technology and services company, we take advantage of Bosch global opportunities for a strong and meaningful development. Bosch ambition is to enhance the quality of life with solutions that are both innovative and beneficial. We focus on Bosch core competencies in automotive and industrial technologies as well as in products and services for professional and private use. We strive for sustained economic success and a leading market position in all that we do. Entrepreneurial freedom and financial independence allow Bosch actions to be guided by a long-term perspective. In the spirit of Bosch founder, we particularly demonstrate social and environmental responsibility – wherever we do business. Bosch customers choose us for Bosch innovative strength and efficiency, for Bosch reliability and quality of work. Bosch organizational structures, processes, and leadership tools are clear and effective, and support the requirements of Bosch various businesses. We act according to common principles. We are strongly determined to jointly achieve the goals we have agreed upon. As associates worldwide, we feel a special bond in the values we live by – day for day. The diversity of Bosch cultures is a source of additional strength. We experience Bosch task as challenging, we are dedicated to our work, and we are proud to be part of Bosch. 2.4.1 BOSCH MISSION BeQIK – Be Better, Be Bosch – Profit secures our growth †¢Quality †¢Innovation †¢Customer Orientation BeQIK gives us the bearing for our actions. Our objective is to continuously improve all our internal processes – so that growth and economic success can be secured in the long term. BeQIK †¢Quality is our most valued asset †¢Innovation today ensures businesses tomorrow †¢Customer orientation inspires customers and associates BeBetter †¢We want continuous improvement †¢We want to be better than our competitors BeBosch †¢We offer outstanding products and services worldwide †¢We keep our promises 2.4.2 QUALITY POLICY †¢We strive to exceed the expectations of our customers by offering products and services of high quality standards. †¢Quality encompasses our assets throughout their life cycle, and our initiatives towards environmental protection and safety. †¢We effectively deploy methods and told to provide cost effective solutions to meet our quality objectives. †¢We involve our business partners in our endeavor towards improvements across the supply chain. Quality Principles †¢Our goal is to fully satisfy our customer’s expectations through our quality of our products and services. †¢Quality and quality improvements is every associate’s responsibility and ultimate goal from our board of directors to their apprentices. †¢Our directives, processes, systems and goals are based on requirements from international standards, consumer’s expectation, our knowledge and experience. Knowledge of and compliance with  these directives and processes in the foundation of our quality. †¢Quality means doing right in the beginning thus preventing failures in the end. Continues improvements for quality of processes lowers costs and improves productivity. †¢Avoiding failure is more important that eliminating defects. We systematically apply methods and tools, preventive quality assurance systematically, learn from mistakes and prevent their root causes without delays. †¢Our suppliers contribute systematically to the quality of our products and services. Therefore our suppliers have to live up to standards we have adopted. 2.5 PRODUCT/SERVICE PROFILE Product Range A. Automotive Technology – Robert Bosch Diesel Systems †¢Common Rail System for passenger cars, commercial vehicles off-highway vehicles †¢Axial Distribution injection pumps †¢Multi Cylinder Inline Injection Pumps (PE) †¢Single-Cylinder Injection Pumps (PF) †¢Elements †¢Delivery Values (DV) †¢Governors †¢Injection Timers for PE pumps †¢Fuel Filter Water Separators †¢Glow Equipment †¢Electronic Control Unit Gasoline system †¢Electronic Control Unit †¢Fuel Injectors †¢Lambda Sensors †¢Engine Speed Sensors †¢Knock Sensors †¢Hot Film Air Mass Meter †¢Pressure Regulators †¢CVT Belts †¢Connectors other plastic parts Starters Generators (Auto Electrical) †¢Starter Motors †¢Generators Spark Plugs †¢Spark plugs for 2, 3 and 4 wheelers and industrial applications †¢Long Life Plugs :Nickel Yttrium Twin Electrode Test Equipment Diagnostics †¢Fuel Injection Pump Calibration Test Benches †¢Nozzle Tester †¢Auto Electrical Test Bench †¢Diagnostic Tool : KTS series †¢Engine Analyzer : FSA series †¢Engine Analyzer : BEA series †¢Chassis System Check †¢Battery Service Equipment †¢Wide range of service tools for unit vehicle repairs †¢Software / Teach ware : ESI ( tronic ), MSI, K-CD B. Industrial Technology Industrial Equipment †¢Special Purpose Metal Cutting / Grinding / Honing / Lapping/ Super Finishing machines. †¢Semi / Fully Automatic Assembly Machines †¢Semi / Fully Automatic Inspection Measuring Equipment †¢Cleaning Machines †¢Electro-Chemical Machines †¢Tools, Gauges Fixtures †¢Exhaust Gas Re-circulating Unit (EGR) †¢Test Equipment Bosch Packaging Machines †¢Vertical Form Fill Seal Machines †¢Dosing System – Cup Filler, Auger Filler, Weighed Pump †¢Pharmaceutical Packaging Machines †¢Confectionary Processing Packaging Machines C. Consumer Goods Building Technology Bosch Power Tools †¢Construction Tools †¢Wood Working Tools †¢Metal Working Tools †¢Cordless Tools †¢Do- It Yourself Tools †¢Lawn Garden Tools †¢High Pressure Water Jets †¢Specialty Tools †¢Pneumatic Tools †¢High Frequency Tools †¢Automation Technology †¢Accessories for all Tools †¢Fischer Fixing System Bosch Security Systems †¢Fire Detection †¢Intrusion Detection System †¢CCTV Surveillance †¢Access Control †¢Integrated Security Management BIS †¢Public Address Emergency Sound System 2.6 AREA OF OPERATION The Bosch Group is one of the world’s biggest private industrial corporations. Headquartered at Stuttgart, Germany. There are about 300 subsidiary and regional companies around the world. In India, Bosch is a leading supplier of technology and services, and has a strong presence in the country at numerous locations in diverse industry segments. Bosch Limited is India’s largest auto component manufacturer and also one of the largest Indo – German company in India. Bosch Limited has a strong nationwide service network which spans across 1,000 towns and cities with over 4,000 authorized representations to ensure widespread availability of both products and services. The company is headquartered in Bangalore with manufacturing facilities at Bangalore, Naganathapura (near Bangalore), Nasik, Jaipur and Goa. Number of Branches in India Bosch manufacturing facilities are located in Bangalore with state of the art plants in Bangalore, Naganathapura, Nasik, Jaipur and Goa. All the 5 plants are TS 16949 and ISO certified. Bangalore Plant Manufactures multi cylinder, PE pumps, mechanical governors, elements, delivery valves, special purpose machines, packaging machines, power tools and will foray into the production of common rail pumps from 2006 onwards. Built areas 109.948m2 Land area 311.140m2 Employees more than 5500 Nagnathapura Plant RBIN (Bosch Ltd. India) Naganathapura Plant, inaugurated in the year 1990, is the 3rd plant among the 4 plant of RBIN. The plant houses productions hangars for Spark Plugs, Glow Equipment, Starter Motors, Alternators, Regulators and PF Pumps. Portions of the plant are leased out to RBAI and Bosch Training Center. Built area 47.494m2 Land area 266.100m2 Employees more than 1279 Nasik Plant Set up in 1969 is specialized in manufacture of clinical and Euro series of nozzles and injectors to automobile industries recently the Nasik Plant has ventured into the production of CRI ports catapulted by Bosch Endeavour in common rail technology. Built area 67617m Land area 405.060m2 Employees more than 2500 Jaipur Plant Set up in 1999 the Jaipur plant manufactures BE (Mechanical) pumps for domestic market and export purpose. The VE pump (Distributor fuel injection pump) is designed to meet Bharat state 11 Euro 11 emission norms. These pumps are used in 3-6 cylinder vehicles. Built area 16345m2 Land area 202350m2 Employees more than 1200 COUNTRIES COVERED Middle-East and Africa (UAE, EGYPT, KENYA), Neighboring countries (Sri Lanka, Bangladesh,) South East Asia (Philippines, Thailand, Indonesia). 2.7 OWNERSHIP PATTERN Since 1964, Bosch’s majority shareholder has been Robert Bosch Stiftung GmbH, a charitable foundation. The Stiftung carries on the charitable and social endeavors of the company’s founder in contemporary form. It sees itself as a foundation that pursues its objectives both with programs and institutions of its own, and by supporting suitable projects and initiatives proposed by others for tackling the tasks faced by society. Today, the Robert Bosch Stiftung, a charitable foundation, holds a 92 percent stake in the share capital of Robert Bosch GmbH. The share dividend received by the foundation is used exclusively for charitable purposes, i.e. to support general medical care, international understanding, social work, training and education. 2.8 COMPETITORS INFORMATION †¢Modi Champion †¢Delphi †¢Denso †¢Doowon †¢Electrex †¢Nippon †¢NGK †¢Siemens VDO †¢Zexel †¢Cav England †¢Lucas †¢TVS 2.9 INFRASTRUCTURAL FACILITIES Bosch infrastructure is one of the best in the country. The individual work place is designed as per the international standards which make the employees feel comfortable, proud, happy and safe. Medical Facilities †¢Medical centre works round the clock and also provides a 24 hours ambulance service †¢The company has also associated with important hospitals, labs and senior medical consultants in the city for the treatment of the employees †¢They are provided with annual master health check-up †¢Special schemes like hospitalization scheme, Manipal hospital scheme and Medical reimbursement scheme are provided to the employees Canteen Facilities †¢Food is provided to all the employees and 24hrs a day providing breakfast, lunch, dinner, tea/coffee and snacks for 8500 employees in 4 shifts. †¢It is well equipped and accommodation for more than 1500 persons at a time †¢The food provided in the organization is 100% hygiene. Workings of the canteen is guided by an advisory committee Transportation Facilities †¢The company provides transport facilities for employees Library Facilities †¢The company has the facility of both general and technical library The general library is used by the project trainees also Other Facilities †¢Sports club †¢Fine Arts Society looks into the cultural events and various programmes conducted during the course of the year. †¢Uniform, shoes, socks and soap is given to employees on the job by Bosch. †¢Accident benefit scheme †¢Holiday homes and time share holidays †¢Vehicle expenses and reimbursement †¢Death relief scheme. 2.10 ACHIEVEMENTS/AWARD February 1, 2012: Bosch Limited wins Car Bike Award 2012 The accolades and awards keep rolling in for Bosch Limited. Once again, Bosch Limited was the proud winner of the Subros Car Bike Award 2012 in the â€Å"Best Automotive Component Manufacturer† category. Bosch Wins â€Å"Car Bike† Award 2011 Receiving yet another glory in its 125th Anniversary Year, Bosch Limited was conferred with the Car Bike India Award in Best Auto Component Manufacturer category. The Car Bike Award function was held at Mumbai on January 13, 2011. Bosch was adjudged the best among two other nominees, namely Delphi and Endurance. Jan. 07, 2010: NDTV Car Bike Award ‘Automotive technology of the year’ This accolade recognizes the contributions made by Bosch in India, for localizing ABS (Antilock Braking System) production. Bosch is the only automotive supplier to manufacture ABS in India for passenger cars and light commercial vehicles. ABS is crucial to safety while driving, as it makes braking safer, by preventing the wheels from locking. April 15, 2009: DHL CNBC TV18 International Trade Award Bosch won this honor in the category of auto component industry, for doing  extremely well in exports through its low-cost solutions. The award recognizes the company’s commitment and innovations that address the needs of the Indian market, and keep Brand India alive. Feb. 20, 2009: NDTV Car Bike Award – ‘Auto component manufacturer of the year 2009’ Bosch was chosen as the best in the auto component industry of India for the year 2009. These awards are considered as benchmarks for auto excellence in India and widely trusted by consumers, manufacturers and auto experts alike. The award recognizes the best in the automobile industry of India. Jan. 7, 2009: UTVi Autocar Award Bosch and Mahindra Mahindra won the ‘Best Innovation of the Year’ UTVi Autocar Award. The award recognizes Bosch innovation start/stop system which contributes to fuel efficiency at a very reasonable cost. The Mahindra Bolero Micro Hybrid is the first vehicle in India to integrate this technology in their new car. June 21, 2008: Business Standard Award ‘Star MNC of the year’ Bosch was noted for its cutting edge technologies, especially for designing and delivering low cost high quality fuel injection system and for pioneering the common rail system in India. Jan. 10, 2008: NDTV Car Bike Award Car Technology of the year Bosch not only setup the common rail injector and pump manufacturing projects in record time, but also pioneered the new application of Common Rail in low cost car segment. This is a revolutionary leap achieved by Bosch in India, which is the pioneer of Common Rail technology in the rest of the world as well. Jan, 12, 2007: NDTV Profit Car Bike Award 2007 – ‘Automotive Technology of the year’ Audited by PricewaterhouseCoopers, these awards honored the best in the Indian automotive industry for their handiwork in calendar year 2006. Bosch was presented with the award for its application of ABS / ESP technology. Jan. 4, 2007: CNBC-TV18 Autocar Auto Award – ‘Auto Component manufacturer of the year’ Bosch Limited was chosen for the mark that it has made both in the domestic and international markets with its superior technology and products. These awards seek to reward exemplary performance in the industry in 2006 based on a comprehensive set of attributes including design, technology, value, product experience and so on. The selection process truly reflects the choices and sentiments of all stakeholders and justifies their stature as benchmarks in auto excellence. Aug. 17, 2006: Dun Bradstreet American Express Corporate Award -–‘Top Indian company in the Auto Components sector’ The award recognizes the twin virtues of size and growth in the organizations of corporate India, from a derived list of top 500 companies in the country. Bosch Limited was selected as the best amongst the top 10 auto component manufacturers in India. Aug. 10, 2006: EEPC Award – ‘Star Performer for outstanding export performance’ The Engineering Export Promotion Council (EEPC) conferred the ‘tar Performer’for outstanding export performance in the large enterprises category on Bosch Ltd, which garnered a total export figure of Rs 423 crores in 2005, almost twice as high as Rs 193 crores in 2001. Jan. 12, 2006: NDTV Profit Car India Award – ‘Safety Technology Award’ Bosch was presented with this award for its pioneering work on the new age direct injection diesel fueling systems, with notable emphasis in the range of common rail diesels. Also taken into account was the persistent focus on unit injector systems which are entering the scene in the high profile high aspiration D-segment cars. The jury considered not just the technology but its bearing on safety, and the benefits it brought to automotive users as well as the potential it has for India. Jan. 8, 2005: Overdrive–Auto Monitor Award – ‘Auto component manufacturer of the year’ Recognized for innovations in technology and the scale and size of manufacturing capabilities, the award also commemorated the customer satisfaction earned by Bosch over the years, performance, quality and diverse range of products. This Annual Award is the â€Å"Oscar† for the automobile industry in India and recognizes the â€Å"best† in the industry in association with reputed industry bodies like CII, SIAM ACMA. 2.11 WORK FLOW MODEL The work flow model of Bosch can be interpreted in two phases †¢Information flow †¢Material flow Bosch believes in the concept of â€Å"customer is king† this is depicted in the workflow model which starts with customer signifying the pull system of production (i.e. production against customer order). Sales and marketing department receives purchase order from the customer. RD division takes decision with respect to product design and specification. Engineering wing analyses the order and decides upon in house manufacturing or outsourcing. The next step is to procure the component and assembling the final product, or acquire raw materials and convert it into finished product. Finally dispatch the end product to logistics department, which is entrusted with the responsibility of transit of consignment to the ultimate consumer. 2.12 FUTURE GROWTH AND PROSPECTS The auto component industry appears to have a bright future with the existing manufacturing planning and capacity and in addition moreover new plants are being setup with foreign collaboration. The Indian auto component industry is highly fragmented with over 3000 players in organized sector and estimated 500 units in the small sector. Vocationally the industry has developed major vehicle manufacturing centers. Small and medium enterprise sector is keen on taking a number of technology investment initiatives in order to become self reliant and globally competitiveness according to a confederation of Indian Industry survey report on auto component. The survey reveals that Indian small scale enterprises manufacturing auto components are well equipped to produce components as per international standards. These SMEs have now started talking strategic positions in the international markets at both the original equipment manufacturers and the replacement supply. The last few months have seen a virtual boom in the Indian automobile industry with not only domestic component manufacturing shares but also the formidable biggies also entering India in such a manner that it is increasingly turning out to be a lucrative destination for many companies. The other growth plans are †¢Focus on strengthening or engineering competencies and infrastructure in new product lines. †¢Focus on securing liquidity position. †¢Cost reduction without hurting the long term interest of the business. †¢Import substitution projects. †¢Continuous improvement activities and implementing lean practices through Bosch Production System (BPS), continue with redesign of HR policies and practices to attract, retain and motivate employee. CHAPTER 3 MCKINSEYS’S 7S FRAMEWORK 3.1 STRATEGY Strategy is the systematic action allocation of resources to achieve company goals. A strategy is defined as â€Å"a coherent set of action aimed at gaining a sustainable advantage over competitors by improving the market position and effective allocation of resources vice versa. Hr Strategy It pays special attention to competence management and filling up of executive positions in growth regions, special entry programs to attract qualified university graduates and applicants with professional experience. Train and develop the younger generation of apprentices/ engineers who are the future skilled technicians and managers. Corporate Strategy Bosch economic strategy corresponds to a common aim of the group for innovation, independence and integrity. The aim is to be among the world market leaders and to be a major player in all of the company business sectors. The strategy to achieve this goal is by strong marketing of new products and ongoing investment in Research and Development to innovate continuously. The emphasis on innovation is underlined by huge number of associates, working in Research and Development departments, 21250 world wide. Efficient sales and customer service also play a key role in Bosch’s corporate strategy. Innovation Bosch shall focus their innovative strength on technology that is â€Å"INVENTED FOR LIFE.† Bosch has invested heavily in RD much above the industry average. This has resulted in Bosch pioneering many technological advances †¢Anti-locking braking systems †¢Electronic stability control †¢High pressure diesel injection †¢Parking assist systems 3.2 STRUCTURE The design of organization structure is a critical task to the top management of an organization. It is the selection of the whole organization edifice. Organization structure refers to the relatively more durable organizational arrangements and relationships. It prescribes the formal relationship, how an organizational member’s procedure exists. To guide the various activities performed by the member of all part of the organization. 3.3 SYSTEM System refers to formal process and procedures use to manage the organization including the management control system performance management measurement and reward system, information system and distribution. Human Resource The HR organization uses its human resources strategy to support the divisions in the pursuit of their objectives. This involves the consistent application of the balanced scorecard. This method is used by executives. The HR organization’s missions are based on the House of Orientation and contribute to closer alignment with the strategic objectives of the company. The â€Å"House of Orientation† provides a frame of reference for Bosch long term road map and for the way Bosch works together. It is based on Bosch values and core competencies. Environment Management Bosch has been expanding the environment management systems at Bosch sites since 1996. Now, the 300 sites have been certified to ISO 14001. Bosch implemented a maturity model for all manufacturing and developing sites, which will serve as the basis for further improvements in environmental protection, occupational safety and fire safety. Occupational Safety Management Bosch implemented a new occupational safety management system based on the globally recognized OHSAS 18001 standard. One of the systems main functions is to detest potential accident and health risks for associates in order to take appropriate preventive measures in good time. The new system is to be implemented at all manufacturing sites in no more than two years. This makes Bosch one of the forerunners in global implementation of the OHSAS 18001 standard. Bosch Production System (Bps) It was installed in 2002. It is a systematic production system in Bosch. In general it is called as Lean manufacturing. Just in Time (JIT) is one of the systems in Bosch production. In this the right parts produced at the right quantity should reach the assembly time at the right time. Approaches in Bosch Production System †¢The right part †¢In the right quantity †¢In the right quality †¢At the right cost †¢At the right time †¢At the right place Quick Response System (Qrs) System designed to respond quickly to any problem/issues in the production. Example – Every system has three machine indicators: Red (machine breakdown), Yellow (shortage of materials), and Green (process completed for that machine) 3.4 STYLE Style is the leadership approach in the top management and the company’s  overall operating approach. Style impacts the norms that the people follow and how they work and interact with each other and the customers. The leadership style depends upon the organization culture that is in practice. Bosch Ltd has participative kind of leadership style where in the leader consult with the subordinate, a proposed action, decision and encourages, ensures equal participation among them. The style adopted by the management is to maintain a friendly and collaborative environment for smooth running of the organization. Bosch Guidelines for Leadership 1. Aim for success: Profit, growth, quality, customer and process orientation. These are the key metrics with which our corporate objectives are aligned. Regularly communicate these objectives to your associates. Make it clear what each individual can contribute to achieve it. 2. Demonstrate initiative: Together with your associates, generate new ideas and strategies that make our company stronger. Encourage them to embrace change and take initiative on their own and support them in the implementation. 3. Demonstrate courage: Stand by your associates. Make clear decisions and demonstrate determination in implementing them. Be a role model and exemplify the Bosch values. 4. Keep your associates informed: Of course you give your associates factual information. They should also know the business context and background – they are an important prerequisite for identification with the company. 5. Lead by goals: Delegate tasks and give your associates the authority to perform them. Agree on clear goals and allow sufficient space so that creativity, self-confidence, and accountability can be developed. This enables you to lead your associates to success. 6. Give feedback to your associates: Recognize the strengths of your associates and help them to utilize and further develop them. Take a close look: praise your people where praise is due, but also give fair and constructive criticism. Mistakes happen on both sides. Be quick and open in addressing them with the associate. 7. Trust your associates: They are capable and willing to perform. Have the courage to manage with limited control. Your trust will create the entrepreneurial momentum that all of us want. 8. Shift your perspective: Put yourself in your associates position and also look at things from their point of view. How would you react to the decisions you have taken as their supervisor, and what rationale would you  expect to hear. 9. Shape the future together: Your associates can and do contribute to our company. Integrate them into the preparation of decisions and capitalize on the ideas and the potential that the cultural diversity of our company offers. Work together with your associates to transform mere interfaces into connection points, and barriers into opportunities. 10. Develop your associates: Advise and systematically support your associates in their professional development. Support them if there are suitable opportunities for, or if they desire, further development somewhere else in the company. 3.5 STAFF The staff at Bosch Ltd is considered as a pool of resources to be nurtured, developed, guarded and allocated. There are about 3650 employees in the organization. Permanent employees are 2550, temporary employees are 500, on job trainees are 600. Levels at Bosch Ltd MANAGEMENT AND SUPERINTENDENT STAFF †¢GM – General Manager †¢DGM – Deputy General Manager †¢Gr.1 – Senior Manager †¢Gr.2 – Manager †¢Gr.3 – Deputy Manager †¢Gr.4 – Assistant Manager †¢Gr.5 – Senior Engineer †¢Gr.6 – Officer †¢Gr.7 – Assistant Officer Managerial And Supervisory Staff (MSs) Managerial and Supervisory Staff refers to a salaried professional or an educated worker who performs semi-professional office, administrative and sales co-ordination task. They are board occupational grouping of workers engaged in non-manual labor. Blue Coloured Associates (Bca) A blue collared associate is a member of the working class who typically performs manual labor and earns an hourly wage. Blue collared associates  work may be skilled or unskilled and may involve manufacturing, mechanical work, maintenance repair and operations maintenance of technical installations. 3.6 SKILLS There are 6 different skill groups within the skills framework. Community leadership skills, leadership skills, management skills, occupational/technical/ professional skills, core skills, skills for life. The other skills groups are †¢GENERIC SKILLS are those which should be possessed by each and every employee in order to carry out the task successfully. Skills like problem solving, decision making and communication form the basic important generic skills. †¢SPECIFIC SKILLS are those which should be possessed by the employee to carry out his/her assigned specific task. Example: Time management, shop floor management, building teams, leadership and motivation, creativity, industrial safety and environment. BOSCH SKILLS The employees according to the nature of the jobs posses following skills †¢Functional †¢Quality †¢Information Technologies †¢Behavioural/ Human Relations Managerial 3.7 SHARED VALUES – BOSCH VALUES Bosch Values are those values which are applied and followed by all Executives faithfully. †¢Future and result focus: In order to ensure dynamic development of our country and to guarantee long term corporate success, we participate in shaping the changes in markets and technologies. †¢Responsibility We accept that our actions must accord with interests of society. †¢Initiative and determination We act on our own initiative, with an entrepreneurial but accountable spirit, and demonstrate determination in pursuing our goals. †¢Openness and Trust We inform our associates, business partners and investors in a timely and open fashion of important development within our company. †¢Fairness We view mutual fairness as a condition of our corporate success when dealing with each other and with or  business partners. †¢Reliability, credibility, and legality We promise only what we can deliver accept agreements as binding and respect and observe the law in all our business transactions. †¢Cultural diversity We are aware of our company’s regional and cultural origins and at the same time regard diversity as an asset as well as a precondition of or global success. CHAPTER 4 SWOT ANALYSIS 4.1 STRENGTHS †¢High customer satisfaction. †¢Established brand image around the world over the centuries. †¢Continuous improvement of products and quality. †¢Employee development given at most important. †¢Cost reduction strategy is good. †¢Good infrastructure facility. †¢Leadership through innovation. †¢High employee morale. †¢Effective decision making, information sharing and authority distribution. †¢Less employee turnover. †¢High quality and eco-friendly products. 4.2 WEAKNESS †¢Experience and skilled employees are not in right position because of ineffective allocation. †¢Decision making will be delayed because of long procedure. †¢In certain situations centralized management is followed. †¢Marketing of products is given less importance. †¢Adaptability towards change is low. †¢No diversification of business. 4.3 OPPORTUNITIES †¢Continuous innovation of products. †¢Bosch can foray into other line of business as it has a good brand image. †¢It can produce new machineries using high technology. †¢Potential to grow in power tools, packaging and security systems. †¢It can produce more economical and eco-friendly products. †¢It helps to compete with other companies †¢Quick cost effective adaptation of product to market requirement of Indian market. 4.4 THREATS †¢Increase in competition. †¢Too many substitute products available in the market. †¢Brand image being diluted due to entering into many products. †¢Growing bargaining power of companies. †¢Continuous cost pressure. 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Analysis Of Arden Of Faversham

Analysis Of Arden Of Faversham As Arden of Faversham opens the audience is aware that the crime dramatised is a fait accompli; thus the bulk of the play is suspended between the perspicacity of Ardens murder and its inevitable realization. Several failed attempts are made to murder Arden and again in Scene xiii Arden escapes injury during his clash with Mosby. This extended deferment is crucial to the objectives of the play, permitting an exploration of both motives and character; exploring tensions surrounding the essence of marriage and Renaissance social structure, it demonstrates Alice as challenging the conventions of Elizabethan society through her standpoint on marriage and religion; and points to Arden as contradicting perceived male roles. Alice begins her seduction employing the language of lovers: thou and thee emphasis the intimacy of marriage in Alices first question: Couldst thou not see us friendly smile on thee? The adjective, simultaneously, an ironic clue to Alice and Mosbys true intentions. Continuing with her strategy of interrogation; Alice poses several rhetorical questions, diverting attention from her own indiscretion, to accuse Arden of imprudence and mistrust: Hast thou not lately found me over-kind? / Didst thou not hear me cry they murder thee? / Called I not help to set my husband free? The manipulation of sentence structure is reflective of Alices intensions; the pleonasm over-kind testament to Alices efforts to appease Arden whilst at the same time suggestive of the charade she is playing. The culminating rhyming couplet lays emphasis to both her attempt to engender Ardens trust and the link between her lack of sexual freedom and Arden. Confirming her disloyal nature, Alice is willing to allow Ard en to see Mosby, Shakebag and BlackWill as treacherous whilst she protests her innocence. The power dynamic at play here is reminiscent of the exchange between Alice and Mosby in Scene 1 Line 175 225; Alice cunning and manipulative works to dominate. Alices duplicity, both chilling and enthralling at the same time, is further enhanced by the fact that Alices role would have been played by a boy on the Elizabethan stage a reflection on how women were often presented by playwrights of the time. Lines 108 -111, heavily accented through antithesis and anaphora, too emphasise this duplicity: If I be merry, thou straightways thinks me light; If sad, thou sayest the sullens trouble me; If well attrired, thou thinks I will be gadding; If homely, I seem sluttish in thine eye. The parallel juxtaposition in each line allows Alice to present herself in a positive light as merry; sad; well attired and homely and then counter each declaration with an accusation that Arden regards her as light; sullen; gadding and sluttish. These are not accusations Arden has voiced against Alice but accusations Alice is charging him with making. The anaphoric repetition of the conjunctive marks the irony inherent in Alices presentation of these two versions of herself; antithesis emphasising the disparity between these two versions. Claiming that there is nothing she can do to change Ardens unjust opinion of her, Alice quick to play the victim, equates her life to a living death, heavily emphasised through rhyme and synecdoche: I seem sluttish in thine eye / Thus am I still, and shall be while I die, / Poor wench abused by thy misgovernment. Accusation Arden of treating her as if she were of a lower social standing, Alice claims she is ill-treated and poorly presided over; end ing the line with the word she most wants to stress her misgovernment; alluding to Ardens lack of authority as head of the household and, read in a boarder context, her thoughts on marriage. Love is God and marriage is but words, Alices words in Scene 1 Line 101-102 confirm that she believes love to be of greater significance than marriage; reinforced when she claims: Oaths are words, and words is wind. One of the principally explored themes in Arden of Faversham is the Renaissance perception of marriage. Alice likens her role as wife to that of slave: Henceforth Ill be thy slave, no more thy wife. Syntactic placement and rhythm lay further emphasis on the metaphor. The rhetoric of slavery is further expounded in line 105; the Paronomasia emphasising the imagery of a chain and Alice as enslaved by Arden. Alices exclamation here marks a tonal shift, her strategy changes from persuading Arden to doubt himself to a dramatic passionate outburst when she exclaims No, ears and all were witched. Ah me accursed, / To link in liking with a frantic man! Alices protestations are further embellished with an analogy to witchcraft, the syntax accursed at the end of the line emphasis ing Alices claim that she is cursed and chained, alliteration laying focus on her enslavement to a frantic man whos senses (ears) are bewitched. As Alice becomes more passionate so Arden becomes more compliant. Alliteration and rhythm stress the irony in line 107: For with that name I never shall content thee. On the one hand Alice claims Arden will never be content with her as a wife because what he really wants is a slave, but Alice too will never be content as long as she shares Ardens name. Alices challenge to marriage can be expounded to include Elizabethan ideology, a world view suspended from a strict social structure monarch as head of state; husband as head of the household. In Elizabethan England, to kill ones husband was a political crime; it struck to heart of Renaissance Ideology and questioned the Elizabethan patriarchal dominant configuration. Alices appeal to a need for sexual freedom is central to her motivation as upheld by her words in Scene 1 Line 274-276: But Mosbys love. / Might I without control / Enjoy thee still, then Arden should not die. On some level Alice holds not only Arden but Elizabethan society at large responsible for her transgressions; if she were not bound by a loveless marriage she would not be false, manipulative and murderous. In some respects this two reflects the idea that Arden is in some sense to blame for his own death. Alices response to Arden in line 116: The heavens can witness of our harmless thoughts would have been considered blasphemous by an Elizabethan audience. Again alliteration draws attention to Alices reference to heaven, and since the audience is aware of her falsehood also to her lack of reverence for all that the concept signifies; challenging ideas of providence. Challenges to the existing social order recur as a predominant thread throughout the play. An Elizabethan mans social standing could be influenced by his wifes chastity and sexual integrity; in light of this Arden would have been viewed as a Cuckold; implying public scandal and raising disquieting social and political intimation. Arden appears to be a fundamentally conflicted character as on the one hand he appears to be a naive cuckold, whilst on the other he is described as a man of affairs, worldly and proficient. Unremittingly ambitious, Arden is arrogant and regards his social standing above Mosby as proof that he is the better man. It is Mosbys taunting of Ardens horns which sparks the violent altercation immediately preceding this extract. Ardens motives speak to his true feelings for Alice; Arden does not fight Mosby to retain Alice, but rather to protect his social standing; lending justification to Alices notion of a loveless marriage. In this light Arden is show as both vi ctim and villain. Ardens response to Alices accusations is as Alice intended it to be, he doubts himself: But is it for truth that neither thou nor he / Intendedst malice in your misdemeanour? Alliteration highlights the contrast between malice and misdemeanour again there is the sense of weighing up the situation. Arden is convinced by Alices ploy; thereby confirming his Cuckoldry and apparent gullibility in the face of his wifes affair with Mosby. Arden would be seen by an Elizabethan viewer as relinquishing appropriate control of his household thereby committing a disloyalty to the conventional notion of masculine status and undermining social parameters. Ardens complacence raises questions as to his motives for assuaging Alice, appeasing her for the sake of her social standing and wealth, a consequence of his ambition and materialism. Alice describes Arden as frantic a man distracted by emotion might Alice here be referring not only to Ardens suspicions but also to his pursui t of materialism? Ardens situation is summed up in more ways than one in lines 117 -120. He implores Alice to pardon him and, stressed by alliteration, to forgive and forget his fault. Ironically his fault is not in accusing Alice but in forgiving her. He goes even further to suggest that Alice Impose [me] penance, and I will perform it, once more highlighted through alliteration; Alice plans to extract the ultimate penance from Arden, the irony further developed in lines 120-122, accentuated through the triplex: For in thy discontent I find a death, / A death tormenting more than death itself. It is precisely Ardens complacence and Alices discontent and that will lead to his death.

Globalisation, Organisational Behaviour And Organisational Development

Globalisation, Organisational Behaviour And Organisational Development The modern world is smaller yet global market that undergoes rapid change. Today, we are confronted with the scenario of a changing workforce that is multicultural and diverse in beliefs, ethnicities and behaviours. For instance, in the United States one-quarter of the American workforce is represented by minorities with this figure expected to grow in the future. Also, women account for fifty percent of the paid workforce in the United States. This diversity presents organisations with both opportunities and unique challenges. A diverse workforce in a global market is great advantage, but while the benefits are obvious, there are also various issues that diversity throws up, these issues need attention for work to take place in peaceful and efficient manner. In this modern world that has been shrunk through transport and communication it is paramount for work teams to consist of employees with different traits and behaviours. It is the job of a manager to effectively manage these varied individuals and mould the behaviours to bring about harmony and benefit the organisation keeping in mind the companys core values and business aims. Organisational Behaviour is defined as, Actions and attitudes of individuals and groups toward one another and towards the organization as a whole, and its effect on the organizations functioning and performance. While Organisational Development is stated to be, Theory and practice of planned systematic change in the attitudes, beliefs, and values of the employees through creation and reinforcement of long-term training programs. Its objective is to enable the organization in adopting-better to the fast-changing external environment of new markets, regulations, and technologies. Both Organisational Behaviour and Development are interwoven and their concepts are capable of acting mutually. Some of the areas where they are used together could be in trust building exercises, team-work strategies, critical listening, cultural exchange and also behaviour modification. What is Behavioural Modification? All organisations are set up with particular core goals and aims in mind. Various resources including money, machines and manpower are utilised to achieve these goals. Modern businesses often refer to their Human Resources (manpower) as their biggest and most important asset and it is widely understood that this single resource plays a vital and irreplaceable role in the attainment of success and the achievement of an organisations objectives. Thus, human behaviour at work plays an essential role in the smooth functioning of day to day activities as well the targeted long term goals. It is essential for a manager to posses the skills to identify and predict undesired behaviour and bring about required changes in order to make human behaviour at work productive and supportive to the organisations goals. In business language the art of modifying and moulding human behaviour is known as behavioural modification. It is a conscious effort on behalf of a supervisor or manager to reinforce each successive step that moves an individual towards or away from a desired or undesired behaviour in the work environment. Behavioural modification is rooted to the fact that behaviour depends on consequence and is concerned with inducing new behavioural patterns in an individual that would benefit the organisation. What is Reinforcement? Reinforcement is a term that is heard often when discussing behaviour modification and is essential to conditioning. In such a context it refers to anything an individual might find rewarding. Reinforcement is related to the psychological process of motivation and is environmentally based. Reinforcers are external environmental events that follow a desired behaviour. Reinforcement could be either positive or negative and is likely to strengthen the response and increase the probability of repetition. Burrhus Frederic Skinner and his contribution to the field of Behavioural Modification B.F. Skinner, an American psychologist and professor at Harvard University is considered to be one of the pioneers of behavioural modification. Most modern day behavioural modification concepts are a result of Skinners work and his most renowned theory is the Reinforcement Theory. Skinners theory is based on the Law of Effect which states that an individual is highly likely to repeat behaviour when followed by favourable consequences (reinforcement) and tends not to repeat a particular behaviour when it is followed by an unfavourable consequence. The Reinforcement Theory Professor B.F. Skinner articulated the major theoretical constructs of the Reinforcement Theory. Skinner was of the opinion that internal requirements and drive of an individual are inconsequential and that individuals can be taught to exhibit behaviours based on events that follow the behaviour. The theory focuses on overriding unwanted behaviour and influencing required behaviour aided by the use of rewards and punishment that are dealt out as a consequence of the behaviour. This method of behaviour change is commonly known as operant conditioning. There are two essential prerequisites for the effective application of the Reinforcement Theory in real life scenarios, they can be found below. Managers must be able to find a consequence that is strong enough to have an impact on the targeted employee. Managers must be able administer a consequence in such a manner that it is easy for the employee to understand the relation between the behaviour that is targeted for change and the resulting consequence. According to the theory managers must know if they are required to increase or decrease the probability of an event. Once this has been decided a manager must then determine if the use of a positive or negative consequence is appropriate. Finally, a manager must consider if it is correct to apply or withhold the consequence to gain a desired behavioural change. The answer to these dilemmas is answered through four unique alternative consequences: Positive Reinforcement, Negative Reinforcement, Punishment and Extinction. They have been explained in greater detail below: Positive Reinforcement Positive reinforcement encourages behaviour by following a response with a favourable consequence. An employee who receives recognition or any other reward is likely to repeat the behaviour. It is advisable for management to have a dedicated program for positive reinforcement as it has been documented to increase job performance and satisfaction Negative Reinforcement Negative Reinforcement is often confused with punishment. While punishment is aimed at decreasing the probability of an undesirable act, negative reinforcement is the termination or withdrawal of an unpleasant consequence following a desired behaviour. Negative reinforcement strengthens and increases the repetition of the behaviour. Punishment The use of punishment as a managerial strategy is becoming more common. It is applied by confronting an undesired behaviour with an unwanted or uncomfortable consequence and it is meant to discourage repetition of the behaviour in question. Punishment discourages certain behaviour but does no have a direct impact on enforcing a positive behaviour either. Punishment has the potential to sour work relationships and thus must be used with caution after evaluation of all relevant aspects of the situation. Extinction Extinction is the act of withholding positive reinforcement with the aim of decline and eventual cessation of an unwanted behaviour. Extinction is equally capable of ending good/acceptable behaviour as well if the manager unknowingly fails to recognise an employees contribution over time. The most common example of unwanted extinction is when an employees suggestions and inputs are ignored by a superior, it often leads to the employee holding back his/her opinions in the future and the chance that a helpful input will never see the light of day increases. Something Wanted Something Unwanted Something Given is a reward and a positive reinforcement is punishment Something Denied is punishment is a reward and a negative reinforcement Reinforcement Schedules The timing of reinforcement is paramount to its success, in professional and academic circles the timing of reinforcement is referred to as reinforcement scheduling. In real life work settings it is next to impossible to continually reinforce desired behaviour. Since continuous reinforcement is not practically viable, reinforcement is commonly run according to an intermittent schedule. C.B. Ferster along with B.F. Skinner developed an intermittent system with the following four schedules; 1) Fixed Interval A reinforcer is applied after the passage of a certain period of time post the occurrence of the desired behaviour. e.g. A manager praises individuals in his team only once a week at the Monday morning meeting. In this case the interval is one week and the employee receives recognition for any amount of work done in that specific seven day span. 2) Variable Interval A reinforcer is applied at a random stage with no identifiable or definite period of time. e.g. The management team promotes an employee to position of higher authority after an eight month period after recognising his contribution and consistent performance over an unrelated period of time. 3) Fixed Ratio A reinforcer is applied only after a fixed number of desired events have passed. e.g. A sales executive receiving a bonus after hes achieved a certain targeted number of sales 4) Variable Ratio A reinforcer is applied only after a certain number of desired results, however, the number of desired results changes from time to time or with different situations. e.g. An employee receives time-off with pay or an award The above four schedules are referred to as methods of Partial Reinforcement, where responses are reinforced only part of the time. Reinforcement schedules and their effects on behaviour are explained further with the table below. Schedule Description When applied to Individual When Removed by Manager Organizational Example Continuous Reinforcement Reinforcer follows every response Fast method for establishing new behaviour Faster method to cause extinction of new behaviour Praise and recognition immediate to every response Partial Reinforcement Fixed Interval Response after specific time period is reinforced Some inconsistency in response frequencies Faster extinction of motivated behaviour than variable schedules Daily, weekly or monthly pay check Variable Interval Response after varying period of time (an average) is reinforced Produces high rate of steady responses Slower extinction of motivated behaviour than fixed schedules Promotion, Recognition, Transfer Fixed Ratio A fixed number of responses must occur before reinforcement Some inconsistency in response frequencies Faster extinction of motivated behaviour than variable schedules Piece rate, Commission on sales Variable Ratio A varying number (average) of responses must occur before reinforcement Can produce high rate of responses that is steady and resists extinction Slower extinction of motivated behaviour than fixed schedules Awards, Bonus, Time-off Source (Table): O.Behling, C.Schriesheim and J.Tolliver Present Theories and New Directions in Theories of Work Effort Journal of Supplement Abstract Service of the American Psychological Association 1974 A run of the mill behavioural modification technique consists of the following four steps: Stating the desired behaviour as objectively as possible Measuring the current incidence of desired behaviour Providing the correct consequence to reinforce the desired behaviour Maintain a systematic assessment of behavioural change post the behavioural modification program While the Reinforcement Theory is often criticised, the insights the theory provides into individual learning and motivation will always be of importance. Criticisms Limitations of Reinforcement Theory There are many criticisms levelled against the Reinforcement Theory, the strongest accusing the system of completely ignoring cognition amongst human beings. It has been argued that a purely theoretical approach fails to address the impact that any alternate motivations might have on human behaviour. The Reinforcement Theory also fails to explain altruism (selfless deeds) whose sole aim is to help another person. Looking past these criticisms the Reinforcement Theory does still have further limitations in practice, a few which are listed below. Limitations of the Reinforcement Theory 1) Reward and punishment are bound to alter from person to person based on personal preferences and also based on the circumstances under which they are dealt out. Rewards might vary in their attractiveness from one employee to the next and likewise punishment too can have a range of reactions from rage to total indifference. 2) Managers are often confronted with situations that require them to re-think their reward and punishment strategy as it is quite common for reinforcers to lose their value/effect as time goes by. Human nature, be it a child or grown professional causes us to lose interest or become oblivious to receiving rewards and reprimands once they are seen as a norm. Just like a child loses interest in candy as a reward, a professional isnt always driven by just the promise of a bonus or a few extra days of paid leave and can often be seen to expect it as part of normal procedure and not an incentive. 3) It is difficult for the manager to be in complete control of all sources of reinforcement. It is very common for an employees peer group to be a stronger reinforcer than any kind of punishment. 4) The system of rewards does not always bring about an internal change, the desired change is just a response to the reward offered. Once the reward is withdrawn, the likelihood of the employee reverting to old behavioural patterns is high. 5) Punishment is not always easy to deliver. It is an instrument that must be used with care. Punishment must be consistent and unavoidable, it must follow the undesired act closely (i.e. it must be immediate) and must also be firm. 6) Punishment can lead to anger, fear and a range of other negative emotions that are undesirable at work. These emotions will be associated with the manager or superior who inflicts punishment. Conclusion A