Abuse in Government Care Essay example -- Childcare Foster Adoption Ab

Maltreatment in Government Care      It is shocking that in our general public a few kids grow up without the chance of having a caring family to raise them. Progressively unfathomable is kids growing up with guardians or relatives that are damaging. Kids brought up in damaging situations that are accounted for to social administrations and expelled from their house are put into child care. Child care is characterized administered care for reprobate or ignored kids for the most part in an establishment or substitute home set up by the legislature. A few backers guarantee that the administration youngster care framework is satisfactory, however others like David Van Biema of Time Magazine express that, â€Å"foster care is proposed to shield kids from disregard and maltreatment on account of guardians and other relatives, yet very regularly it turns into a similarly coldblooded type of disregard and maltreatment by the state (Biema).† There is considerable examination that looks further into the chi ld care framework. It uncovers that maltreatment in child care is a large enough issue that it should be tended to, however what changes can or ought to be made?      Government insights, paper articles, and intensive exploration ventures have been finished to address the inquiry, â€Å"is there an issue in the child care system?† The outcomes have uncovered that a major issue exist inside child care in the United States. At some random time there are around 542,000 kids in the child care framework (Dept of Health). This number keeps on rising every year. In 2001, 290,000 kids went into child care, while just 263,000 youngsters left the framework (Dept of Health). Of the 263,000 kids that left child care in the year 2001, 31% were in care for more than two years (Dept of Health). Nineteen percent of those kids were in child care for one to two years (Dept of Health). Two years is an unsatisfactory measure of time when mulled over that between the ages of 8 and ten are basic formative years in a child’s life. The normal age of the a youngster leaving the child care framework in 2001 was 10.2 years old (Dept of Health). The measure of youngsters per encourage home at some random time is another issue. The normal number of kids per home in the child care framework is 3.7, which is up from 1.4 in 1983. Albeit 3.7 youngsters is a normal for each home, there are claims that a huge number of homes have 5 †8 kids without a moment's delay (C... ... we can request is that they come out alive (Thoma 8).† Work Cited: Biema, David Van. â€Å"The Storm Over Orphanages.† Time Magazine, p. 144  â â â â 12 Dec. 1994. Cohen, Deborah L. â€Å"Foster-Care Reforms Often Ignore Problems Children Face in      School.† Education Weekly 15 June 1991. Maier, Timothy W. â€Å"Suffer the Children.† Insight on the News 24 Nov. 1997: Pg. 11. Ohio Department of Job and Family Services. â€Å"Public records and privacy laws.† Jan. 2004 http://emanuals.odjfs.state.oh.us/emanuals/legitimate/pubrec/@Generic__BookTextVie w/3;cs=default;ts=default;pt=23. Ritchotte, William. â€Å"Foster Care Reform.† Adoption.com  â â â â http://library.adoption.com/Advocacy/Foster-Care-Reform/article/5053/1.html. Thoma, Rick. â€Å"How Widwspread a Problem? A Critical Look at the Foster Care System† Liftingtheveil.org 24 June 2003 http://www.liftingtheveil.org/foster04.htm. Thoma, Rick. â€Å"A Critical Look at the Foster Care System: How Safe the Service?† Liftingtheveil.org 15 Nov. 2002 http://www.liftingtheveil.org/foster03.htm. U.S. Dept of Health and Human Services. â€Å"Foster Care National Statistics.† 2003  â â â â http://nccanch.acf.hhs.gov/bars/factsheets/foster.cfm.

3 Types of Errors Involving the Correlative Conjunction Either

3 Types of Errors Involving the Correlative Conjunction Either 3 Types of Errors Involving the Correlative Conjunction â€Å"Either† 3 Types of Errors Involving the Correlative Conjunction â€Å"Either† By Mark Nichol When either and additionally are utilized in a sentence to outline two other options, the correlative combination either is frequently lost, as a rule rendering the sentence pretty much conceivable however possibly presenting disarray. For every one of the models beneath, a conversation clarifies the issue, and a modification gives an answer. 1. She’s either reprimanded for being excessively fat or excessively slim. In this kind of sentence, putting either before an action word that goes before two choices infers that the action word applies just to the principal elective and that a comparing action word will show up before the subsequent one, however that doesn't happen. To render such a sentence accurately, migrate the correlative combination to follow the action word, with the goal that the two options can share it: â€Å"She’s scrutinized for being either excessively fat or too thin.† 2. Instructors would either be paid extra to administer the meetings, or nonteaching staff would be employed.† This sentence doesn't relate to two decisions including instructors, so the combination must go before, instead of follow, the subject so it applies to the primary other option as well as presents the subsequent one: â€Å"Either educators would be paid extra to direct the meetings, or nonteaching staff would be employed.† 3. We have seen numerous organizations in which the administrator detailed either to the general insight or a business head. For this situation, the sentence would be right just if an integral to went before the expression â€Å"a business leader.† Otherwise, transpose either and to so the elective expressions can share the single example of to: â€Å"We have seen numerous organizations in which the chief answered to either the general insight or a business leader.† Need to improve your English in a short time a day? Get a membership and begin getting our composing tips and activities day by day! Continue learning! Peruse the Grammar classification, check our mainstream posts, or pick a related post below:Farther versus FurtherTime Words: Era, Epoch, and EonPeople versus People

Control Mechanisms Paper Essay Example | Topics and Well Written Essays - 250 words - 1

Control Mechanisms Paper - Essay Example Positive responses quicken the efficiency of associations. Positive responses involve an expansion in inspiration among a company’s workforce, an expansion in development and creation among representatives, impart convictions and qualities that assemble the organization and an expansion in yield among others. (Conway, Andrew 42) On the hand, negative responses are intended to diminish the yield of an association (Scott, John, 1971). The decrease is generally a past degree of efficiency that may have been counterbalanced and expanded to include the profitability of an organization. The decrease in yield choices emerge when a company’s efficiency leaves hand and gets hard to oversee. Negative understanding of a control system by representatives might be seen as absence of autonomy. Negative control systems that seclude a few representatives from others may demotivate the workers dismissed by the instrument. For instance, a component that isolates subordinate staff from the ranking staff may discourage the subordinates and result to low efficiency (Scott 21). Negative responses are in opposition to the positive ones as they decline profitability of an organization. Alongside a lessening in profitability is a fall in inspiration among workers and diminishing degrees of development. Set targets of an organ ization may likewise must be

Nigerian Construction Industry And Its Performance - Free Essay Example

Chapter Two of this research comprises a comprehensive review of literature relating to the Nigerian construction industry and its performance, Value Management and its application in the construction industry. It is noted that much of the literature relating to Nigeria is dated, however this can only add to the value and relevance of primary data collected in this research and it provides a background and historic basis from which progress in the industry may be measured. 2.1 THE CONSTRUCTION INDUSTRY The construction industry the world over is often perceived to be the life wire of its respective economy as it cuts across all aspects of human activities (Ayangade, 2009) and the Nigerian construction industry is not an exception to this. Its contribution ranges from enabling the procurement of goods and services to the provision of buildings and other infrastructure, thereby providing employment opportunities to its labour force while contributing immensely to the Gross Domestic Product (GDP). According to Ayangade (2009), the contribution of the Nigerian construction industry is yet to measure up to those of the western world like the UK and Australia due to its developing nature among other reasons discussed below. As noted by the same researcher (Ayangade, 2009), whereas the construction industries of other developed countries are responsible for about 22% of their respective GDPà ¢Ã¢â€š ¬Ã¢â€ž ¢s, the Nigerian case is different as it contributes slightly below 16% to its econ omy. However, this could be said to be complemented by the relatively higher employment (20%) it provides for its whooping 140 million citizens compared to the 12% as in the case of developed countries. Mbamali (2004) attributed this to relatively lower use of mechanization within construction in Nigeria and the high dependency of the Nigerian economy on the oil sector. Obiegbu (2005) noted that the construction industry, unlike other sectors, is a complex one and requires articulate professionals who are ready to live up to its clients expectations. Clients in the construction industry may either be private individuals including corporate bodies or public organisations which include the government. In Nigeria the federal government is often seen to be involved in the most complex projects with about 38.4% of the market (Ayangade, 2005). This is followed by the state government which is responsible for about 19.2% of the projects in the industry, though there is still some form of p artnering between different classes of clients. The players in the industry are a disparate group of individuals often assembled into temporary teams and may comprise of quantity surveyors, architects, Engineers, Estate surveyors Valuers, project managers, contractors and sub-contractors, suppliers, labourers and artisans. Activities in the construction industry are carried out on a project basis and could be within an organisation or part of a programme (..reference). The Project Management Institute (PMI) (2004) defined a project as à ¢Ã¢â€š ¬Ã…“a temporary endeavour undertaken to create a unique product, service or resultà ¢Ã¢â€š ¬?. The product, in the context of the construction industry, may be a building, services installation or other infrastructural project. Hence the relevant mix of professionals is often assembled together with the aim of achieving this goal. This group of professionals is expected to possess the relevant skills, knowledge, tools and techniques to achieve the project goals. The application of these variables, skills, knowledge, tools and techniques, with the aim achieving the required objective is referred to as project management (PMI, 2004). According to Obiegbu (2005), the contractual procurement strategy, which he defined as a basis for clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s acti on in defining the procedure to be followed from the inception of the project to handover, plays an important role in the performance of the industry. Some of the contractual arrangements which are often referred to as procurement routes may include, but are not limited to, the following: Traditional procurement route Design and build Management contracts 2.1.1 Nature and Performance of the Nigerian Construction Industry the economic resources often wasted in cost and time overruns, substandard work and shoddy workmanship, client-contractor-practitionerà ¢Ã¢â€š ¬Ã¢â€ž ¢s acrimonious relationships and non-performance of projects as envisaged by clients and end usersà ¢Ã¢â€š ¬? Olatunje (2009) The above quote highlights the perception of the Nigerian construction industry presented by Olatunje (2009) highlights issues researched by other authors such as cost and time overruns (Aniekwu and Okpala, 1998, Oyedele Tham, 2007, Dlakwa Culpin, 1990), project abandonment (Sonuga et al, 2002, Adams, 1997) and both client and contractor dissatisfaction (Olatunje, 2009). The quote also echoes findings from Egans (1998) research into the UK construction industry. The Egan report has been formative in the UK construction industry but also for the Nigerian industry, which is fashioned after the UKs (Mbamali, et al., 2005, Oyedele Tham, 2007). The Nigerian construction industry has similar contractual arrangements as the industry in Britain which has been found to be more unsuitable for developing industries like Nigeria than it is for its own industry (Edmonds Miles, 1983, Sonuga et al, 2002). The most common procurement route used in the Nigerian construction industry is the à ¢Ã¢â€š ¬Ã…“traditional routeà ¢Ã¢â€š ¬? (Ayangade, 2009). This implies that much risk is placed on the Architect to deliver the project as he is left to advise, organise and lead other project consultants to conceive and develop the project design. This procurement route has faced a lot of criticism including the separation of the design stage from actual construction. Wells (1986) found that the divorce of design from construction and the use of competitive tendering, which is based on lowest cost, are noted constraints that affect the performance of the Nigerian construction industry. Aniekwu and Okpala (1988) referred to these as systemic i ssues in the industry which result from the application of contractual arrangements unsuited to the Nigerian industry. Some of these issues may be accommodated by appropriate conditions of contract but these factors are considered to be withholding the development of the industry. Aniekwu and Okpala (1988) also identified some of the structural issues affecting the industry to include access to finance and lack of proper communication among consultants, contractors and the client at the early stages the project and during construction. Oyodele and Tham (2005) noted that lack of proper communication in the industry, boosted by its high level of fragmentation, has left it awash it with delay, cost and time overruns in addition to the disturbing rate of fluctuation in the prices of materials offered by the economy. The findings of the Building Research Establishment associated more than 50% of the construction defects with mistakes in project drawings and documentation due to inadequat e interaction among the project professionals. This is in line with the recommendation of the National Economic Development Office (1987) on the need for more accurate designs in the industry as this is responsible for nearly two-thirds of poor quality work in the industry. 2.1.2 Project Management in the Nigerian Construction Industry Odusemi et al, (2003) found that Project Management is still in its early stages of development in the Nigerian construction industry. The service is offered but only alongside other consultancy services. This is not assisted by the fact that PM is learned experientially and is not represented by established professional bodies, although many consultants are members of the Association of Project Management (APM) and the Project Management Institute (PMI). This has left the industry struggling with the challenges of satisfying the needs of its clients and the public as a whole. As noted by Oyodale and Tham (2005), the complexities presented by the industry can only be tackled by its professionals. Aibinu and Jagboro (2002) concluded that, considering the contribution of the construction industry to its nationà ¢Ã¢â€š ¬Ã¢â€ž ¢s economy, improved services in the form of greater efficiency and timeliness would certainly yield a positive impact. The research called on the need for innova tive research that will improve management skills and ability, buildability, design quality, integration and communication and client focus so as to deliver value for money. 2.2 VALUE MANAGEMENT 2.2.1 Value Concept Historically, value is viewed from an economic perspective, hence its expression as a ratio of costs to benefits (Kelly et al, 2004). à ¢Ã¢â€š ¬Ã…“The concept of value is based on the relationship between satisfying needs and the expectations and the resources required to achieve themà ¢Ã¢â€š ¬? (British Standard, 2000). The above statement implies that for value to be correctly defined there ought to be some needs that are desired to be satisfied; which are then weighed against the required and available resources to achieve them. This however does not equate reduced cost to enhanced value. For instance, as illustrated in figure 2.1 below, a project manager may decide to commit more resources in the short run (which would obviously increase cost) with an intention of increasing his revenue (improved value) in the long run. Value can thus be increased when the clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s satisfaction increases and the cost in terms of resources either diminishes, or increases to a lesser extent (Tassinari (1985, p37). Figure 2.1 showing the relationship between resources and customer satisfaction. (Adapted from British Standard, 2000) A need is that which is desired or necessary to perform a particular function and will differ depending on the nature of the client or the perspective from which it is defined (British Standard, 2000). This explains why value is often seen to be a subjective term (Thiry, 1997). According to Kelly et al (2004) producers and dealers may both view value as the price of a physical object while the consumers or users would see value from its performance perspective which changes with time. McGeorge and Palmer (2002) illustrate this using a modern home which has a little battery operated radio in addition to internet, phone, and television. Of course, the small radio would be perceived to have little or no value until a snow storm cuts the house off from the electric power supply which will render the radio as the only source of communication. The above example by McGeorge and Palmer (2002) shows the effect time and innovation can have on a clientsà ¢Ã¢â€š ¬Ã¢â€ž ¢ interpretation of value and how it can change given a particular situation. The small battery operated radio was initially of very high value when it was the only available option but diminished with the invention and/or acquisition of internet, phone and television by the household. However its appreciation changed when the situation change. According to Zimmerman and Hart (1982) as cited in Thiry (1997), à ¢Ã¢â€š ¬Ã…“if a design has not changed in 18 years, the product is either excellent or management has failed to improve ità ¢Ã¢â€š ¬?. However one knows that neither of these two conditions mentioned in the above statement is obtainable in the present construction industry due to its highly competitive nature. Most times clientsà ¢Ã¢â€š ¬Ã¢â€ž ¢ interpretation of value is when it meets or exceeds their expectations. Kelly and Male (2007) described this using the Kanoà ¢Ã¢â€š ¬Ã¢â€ž ¢s model as shown in figure 2.3 below. Figure 2.2 Kanos Model, reproduced from Kelly and Male, 2007 As shown on Kanoà ¢Ã¢â€š ¬Ã¢â€ž ¢s model above, there are three levels of satisfaction factors; à ¢Ã¢â€š ¬Ã…“basicà ¢Ã¢â€š ¬?, à ¢Ã¢â€š ¬Ã…“performanceà ¢Ã¢â€š ¬? and à ¢Ã¢â€š ¬Ã…“delighterà ¢Ã¢â€š ¬?, each having some effects on the quality characteristics including customers satisfaction. According to Kelly and Male (2007), Kanoà ¢Ã¢â€š ¬Ã¢â€ž ¢s model (figure 2.2) does not only portray the importance of achieving a clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s immediate expectations from a project but also the need to go the extra mile to improve it beyond the clients expectations as this gives them a à ¢Ã¢â€š ¬Ã‹Å"delighterà ¢Ã¢â€š ¬Ã¢â€ž ¢ satisfaction. The possible benefit from this is that projects would not become obsolete within a short period of its completion as its performance would still exceed the customersà ¢Ã¢â€š ¬Ã¢â€ž ¢ demand, thereby assuring the client of continued good value for his money. Kanoà ¢Ã¢â€š ¬Ã¢â€ž ¢s model also creates room for improved projects throug h innovative services and products as what was once a à ¢Ã¢â€š ¬Ã‹Å"delighterà ¢Ã¢â€š ¬Ã¢â€ž ¢ over time goes down to à ¢Ã¢â€š ¬Ã‹Å"basicà ¢Ã¢â€š ¬Ã¢â€ž ¢ and forms a baseline below which the client becomes dissatisfied. According to Harty (2009) one of the driving forces behind the value management concept is that it encourages innovation through research which is in line with the recommendations of Egan (1998) to improve the performance of the construction industry. 2.2.2 Defining the Client Value System Clients in the construction industry have been described as a heterogeneous group made up of private or public organisations operating in different environments with diverse reasons for their existence (Kelly et al 2007). Some of these are multinational organisations competing at the global level who already have reputations to protect while some are small upcoming organisations who are still very much profit driven. Viewed from another perspective, some of these clients are more experienced than others irrespective of their sizes or the sector in which they operate. It then follows that clients are unique in their own ways and have individual, respective requirements which determine their needs and hence what is of value to them. This is referred to as the client value system. Harmonizing and prioritizing these diverse views of stakeholders in a particular project at the project briefing stage sets the clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s value system and ensures that value for money (VfM) is achieved, (OGC, 2007). The client value system is thus seen as a basis for making decisions as to the allocation and use of resources available for a project, thereby addressing the usual mismatch between the clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s actual intent and his capability (Thiry, 1996). According to Kelly et al (2004, p157) one of the most important considerations of value management is the recognition of the uniqueness of each clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s value system. This creates demand for the construction industry as it is focused on the customers by making explicit what value means to the each individual client. Sequel to this, Kelly et al (2004) identified some measurable criteria which form a typical construction client value system to include time, capital costs, operating cost, environment, exchange, flexibility, esteem, comfort and politics. 2.2.2.1 Time Refers to the period from when the project was conceptualized to the period when it is completed and absorbed into the clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s organisation. Often time is assessed on a continuum from when it is of essence to the point where it could be compromised (Kelly et al, 2004). For instance a project to build a sports bar for the 2010 world cup delivered just a day past the commencement of the tournament, may drastically affect its value. Hence it is necessary to determine what time means to the client. 2.2.2.2 Capital expenditure (CAPEX) Are those costs associated with the capital cost of a project, measured on a continuum between the budget being considered tight and not able to be exceeded to there being flexibility in budgeting (Kelly et al 2004). Simply put, CAPEX is what it cost to put a project on ground, from inception to handover. However, Elinwa and Joshua (2001) stated that it is sometimes difficult to separate the capital costs of some projects from its operating costs due the platform on which it was procured. For example a primary health centre to be procured through PFI, it may not be so easy to pin point the capital costs as it forms part of the total lease package. 2.2.2.3 Operating expenditure (OPEX) Spending on construction projects is not one off expenditure as the building requires to be operated, maintained and repaired throughout the life span of the building. According to Kelly et al (2004), OPEX can be defined as those costs associated with operation and maintenance of a completed project as it becomes a part of the clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s organization; measured by the extent to which it is minimized to its point of being flexible. This depends on the use to which a building is being put to. For instance where the building is for residential purpose, the operating costs may include utilities, cleaning, repairs, maintenance, caretaker and security. This may be expanded to include photocopying and internet facilities and other office services for a commercial development. 2.2.2.4 Environment This defines how important achieving an environmentally friendly project is to the client. Kelly et al (2004) defined environment as the extent to which the project results in a sympathetic approach to its immediate and extended physical environments in terms of energy consumed in putting it up and in operating it. The yardstick here is the level to which the project complies with the Kyoto Agreement and Agenda 21 issues including other environmental regulations. This explains a clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s interest in having a sustainable development which is resources conscious. 2.2.2.5 Exchange or resale This refers to the monetary value of the project were it to be sold, rented or valued as part of an organisations assets. Where the project cannot be traded on the open market value or there is no intention to resell ab initio, this will be indicated in the organisationà ¢Ã¢â€š ¬Ã¢â€ž ¢s value system (Kelly et al, 2004). The continuum here is between the returns from the project being of importance to the returns being of not of much or no importance to the client. 2.2.2.6 Flexibility As recommended by Egan (1998), there is a need for construction projects to be at a par with improvements in technology and changes in market demand. Hence flexibility as a value criterion is the extent to which a project parameter has to reflect this ever changing environment at its design stage (Kelly et al 2004). For instance, the nature of the healthcare industry involves constant improvements in technology and hence healthcare facilities must be compatible with the incorporation of these changes. However, flexibility depends on the nature of the project and is measured between being very easy to change its function to being impossible. 2.2.2.7 Esteem This refers to the amount of immediate resources that a client wants to forgo for attributes like prestige, aesthetic and appearance rather than performance (Thiry, 1996). Some projects may not be viable based on other value criteria but of high value to the client on esteem grounds. For instance, some projects undertaken by some countries could be just aimed at creating awareness and putting the countryà ¢Ã¢â€š ¬Ã¢â€ž ¢s name on the mapà ¢Ã¢â€š ¬? as in the case of the worlds tallest building in Dubai. 2.2.2.8 Comfort In the context of a building this refers to the physical and psychological comfort of the building as a place for working and living with its influence on human performance (Kelly et al 2004). Simply put, it refers to the ease with which the project supports the business carried out in it or other uses to which it is being put. 2.2.2.9 Politics This is external to projects and refers to the level of resources that the client wants to commit to the community, popularity and good neighbour issues which often determines how important they are to him (Kelly and Male, 2007). This is measured by the motive to be popular with the local community or not having any concern with them at all. In a study conducted to determine clientsà ¢Ã¢â€š ¬Ã¢â€ž ¢ assessment of architectsà ¢Ã¢â€š ¬Ã¢â€ž ¢ performance in Nigeria in terms of delivering value for money, Lukmon et al (2007), identified a set of 28 similar but correlated criteria which they grouped under quality of project, buildability, client focus and management skills. 2.2.3 Historical Background of Value Management A project is defined as à ¢Ã¢â€š ¬Ã…“an undertaking aimed at achieving a specific objective usually measured in terms of performance, budget and schedule,à ¢Ã¢â€š ¬? (Morris and Hough 1987). Hence project is an investment undertaken to add value to the core business of a client (Kelly et al, 2004). Value Management, as a management technique, offers the most logical approach to delivering VfM to clients (Shen and Liu 2003); Kelly and Male, 2007). Its strength may be attributed to its approach of identifying and/or verifying a clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s value system among the relevant stakeholders at an early stage of the project, so that these may be reflected in the project design. According to Thiry (1996) the origins of VM can be traced back to the 1940s in what he described as à ¢Ã¢â€š ¬Ã…“more for lessà ¢Ã¢â€š ¬? in the USA manufacturing industry. During World War II Lawrence Miles, an Engineer with General Electric, was faced with some strategic problems in producing some components which were easily produced in the past. As a way around this Miles, who before then has been dissatisfied with the cost of production in the industry, came to realise that most times circumstantial innovations result in better performance and reduced cost. This prompted Miles to ask à ¢Ã¢â€š ¬Ã…“what function does this component performà ¢Ã¢â€š ¬? and à ¢Ã¢â€š ¬Ã…“how else can we perform that functionà ¢Ã¢â€š ¬? (Dallas, 2006). Miles questions gave rise to the concept of function analysis which was aimed at identifying and analysing the intended functions to determine if the materials for the proposed solution can be substituted with less expensive ones. Not long af ter, people started to adopt the technique of focusing on the intended function not the process which soon developed into what is today referred to as Value Analysis (VA). In many cases people perceived the technique as a cost reduction technique at the expense of improved functionality which is a total misconception of the technique (Kelly and Male, 1993). However, the technique was so successful that in less than 10 years it was adopted in the US Department of Defence to deliver VfM and from then on other industries in the USA have adapted it for application at different phases of their projects. Value Management (VM) as it came to be called, refers to a structured management of the total value equation throughout all stages of the project (Kelly et al; 2004). Figure 2.3 shows different stages and segments of the development of value management. Figure 2.3 The metamorphosis of Value Management, adapted from Dallas (2006) As illustrated in figure 2.3, Miles action in the 1940s was focused on getting alternative materials or components to perform the required function which was the beginning of value management. This was later perceived as a cost cutting technique before the adoption of a holistic structured approach to improving value (Kelly and Male, 1993). Following the development and positive impacts of value management in the US manufacturing sector, the technique was adopted into the US construction industry as a means of delivering VfM to its clientsà ¢Ã¢â€š ¬Ã¢â€ž ¢ in the 1960s. Fong and Shen (2000) noted that VM was first introduced in the US construction industry in 1968 and its application in the Chinese construction industry is recorded to occur 10 years later (Shen and Liu, 2004). According to Kelly et al (2004), the value management technique was first used in the UK 30 years after it was introduced in the US manufacturing industry at the Xerox headquarters, an American company. From then on VM has grown to become widely accepted in different parts of the world as a logical means to achieve value for money (Fong, 2004; Kelly et al, 2004; Ellis et al, 2004) including in Africa (Bowen et al, 2008). 2.2.4 Benefits of Value management à ¢Ã¢â€š ¬Ã…“Value management is a proactive, problem solving service, which maximizes the functional value of a project through a structured team which makes explicit the clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s value system and weights further decisions against the value systemà ¢Ã¢â€š ¬?.(Kelly et al, 1998). VM aims to justify the place of a project in a clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s organisation at an early stage and develops a strategic plan against which it is built on to deliver value for money. VM is often misconstrued to being a cost reduction exercise, hence seen to be synonymous with value engineering. According to Dallas (2006) cost reduction, which is an obvious output of a value management exercise, cannot after all be seen as its main motive. As illustrated in figure 2.4 below, VM incorporates value engineering and value analysis in its value definition exercise and so could be perceived to be a universal set for the three concepts. Figure 2.4 shows the relationship between Value Management, Value Engineering and Value Analysis, adapted from Connaughton and Green (1996) VM looks at a project from a holistic point of view (time, whole life cost and performance) in the context of its usage which properly fits in the definition of value for money (). Connaughton and Green (1996) identified the following benefits which a properly executed Value Management exercise can yield: The need for the project is made explicit and verified by available data. The project objectives are identified and discussed openly to reach a consensus. Rational, explicit and measurable decisions are guaranteed after alternatives have been considered. Project designs are developed from the agreed framework, which are evaluated on the basis of the agreed performance criteria. There is greater participation from stakeholders which guarantees their buy in. There is improved communication and teamwork spirit throughout the project. Improved innovation with better quality definition in the project. Unnecessary cost is eliminated which may lead to a reduction in cost. Properly executed, value management when employed at the early stages of a project can help eliminate unnecessary cost to the tune of 10% to 25% savings on the proposed capital cost of project (Ellis et al, 2004). This is considered to be reasonable compared to the actual cost of the VM exercise, which is estimated at about 0.5% to 1% of the projectà ¢Ã¢â€š ¬Ã¢â€ž ¢s cost (REF). 2.3 APPLICATION OF VALUE MANAGEMENT IN THE CONSTRUCTION INDUSTRY à ¢Ã¢â€š ¬Ã…“Any construction project should be only commissioned following a careful analysis of needs since failure to think through project requirements will almost certainly cause problems for subsequent design and construction stages. For that reason, the Construction Industry Board recommends that value management be incorporated as an integral part of the construction processà ¢Ã¢â€š ¬? (Baldwin 1998). The value management approach may differ between countries depending on the nature of their construction industry or the chosen procurement route in a particular project. However, this does not dispute the fact that the VM technique can be gainfully applied at any stage of a construction project, as clients/contractors are often faced with the challenge of finding an optimum balance between cost, time, quality and performance criteria (Fong 2004). In the UK, the USA, Australia and other countries where the value management technique is well established, VM is applied through a process referred to as the value management study (British Standard, 2000) or value management process (Kelly et al; 1998) via a workshop approach facilitated by value manager or experienced team facilitator. A value management study, as defined in BS12947, involves the application of value management to a particular business case identified within a VM programme. Baldwin (1998, as cited in Kelly et al, 1998) noted that VM is not a question of brainstorming and problem solving, rather it requires a structured methodology in order to have the required outcome. Figure 2.5 overleaf depicts a simple VM study plan developed for the European Value Management standard (British Standard, 2000). Figure 2.5 shows a simple VM study plan, adapted from the British Standard (2000) The VM study plan represents a systematic approach to ensuring that appropriate techniques and skills are utilized in the value study. According to the British Standard (2000), as shown in the VM study plan above, a VM study should aim to achieve the following objectives; Identify the objectives and targets the intended study is set to achieve; as this may differ from the project objectives. Formulate the relevant approach needed to achieve the objectives, including team selection and training (where necessary). Identify the relevant functions which will lead to the achievement of the objectives. Identify some basis for measuring changes in performance and use of resources. Set targets for performance and use of resources for the above identified functions in a way peculiar to the organisations. Identify innovative ways of arriving at the targets through the application of the above methods. Evaluate the proposal for improvement. Implement the proposal which have been chosen by the decision makers Monitor and measure the outcomes in relation to the target. Feedback results for continuous improvement of VM programme. There are different approaches to value management studies in different countries with regards to team compositions and workshop procedure. For instance in the American construction industry, VM studies are typically carried out by an independent workshop team who will have to à ¢Ã¢â€š ¬Ã…“sellà ¢Ã¢â€š ¬? their ideas to the project team later on. This is different from the UK practice where the existing project team is fully involved in the study. In a benchmarking exercise carried by Kelly et al (1998), the use of an existing project team in conducting value management studies appeared to be the preferred approach due to the following advantages accruable to the project; Cost of the study is relatively minimized Time spent project briefing the study participants is reduced Waste of resources on previously considered but failed ideas are eliminated Offers better opportunity for developing project teams during the workshop More opportunity to explore all available options Implementation is more guaranteed as team members have already accepted ideas which they generated as a team, thereby reducing the development period. However, generic VM workshop strives to add value to a project by considering the project on its whole life basis. Kelly et al (1998) who were in support of this view identified the five key value opportunities at which VM technique can be employed to include pre-brief workshop, proper workshop, sketch design workshop, final working design and implementation workshop. 2.3.1 Pre-brief workshop The Value Manager or Facilitator meets with the project sponsor/client to clarify the place of the project in his organisation or programme. This will give the two parties a better understanding of the functional expectations of the project so as to help form a basis for the project briefing workshop and the clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s value system. This may yield solution/s to the clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s problem, for example, whether a new building is needed or renovation of existing one will achieve the same objectives. 2.3.2 Proper workshop Proceeds from the identified solution in the pre-brief phase and aims to identify the clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s value system. This workshop offers an opportunity to facilitate the project team, understand their dynamics and guide them to achieve the desired goal. Though it is expected that the workshop has an agenda, this should not be too detailed, thereby making the timings tight, as this may divert the focus from achieving the objectives of the workshop to exhausting the items on the agenda. The tactical skills of the Facilitator are very much needed at this stage of the workshop if its participants are to be productive and should be as brief and focused as possible. 2.3.3 Sketch design workshop Sets a base for the detailed drawings and represents the design teamà ¢Ã¢â€š ¬Ã¢â€ž ¢s perception of the preceding project brief. This is often in the form sketches and notes to support the drawings where necessary. These are presented to the relevant stakeholders in the form of outline proposals and scheme designs. 2.3.4 Final working design (FWD) workshop Follows the outline proposals and scheme designs are presented, just before the actual design of the project starts. The activities considered in the workshop may include some elements and components issues for detailed drawings, production information, bill of quantities and tender actions. 2.3.5 Implementation workshop This workshop addresses the buildability of the emerged project design and how materials will be procured. This is to be done following the appointment of the contractor and sub-contractors. A number of authors (Dallas 2006; Ellis et al, 2005; Thiry 2001) including Kelly et al (1998) agreed that in addition to the above workshop approach that the use of the charette workshop is fast gaining grounds among professionals. This approach is described as the combination of the first three workshops discussed above. However, Ellis et al (2005) concluded that the stages of the workshop is not of much importance provided the à ¢Ã¢â€š ¬Ã…“job plan sequenceà ¢Ã¢â€š ¬? is either followed or adapted to highlight the value opportunities which he referred to as decision points. SAVE International defines the job plan as an organized approach to the conduct of a value study (Thiry, 1996, p14). Figure 2.6 represents a value management job plan. Figure 2.6 a VM study job plan, Shen Liu (2004) As mentioned earlier, there is no conclusive format for the job plan as it may differ in approach but will basically have the same aim which is to identify and guide the relevant professionals and stakeholders to achieve the project goal. Research carried out by Kelly and Hunter (2007) on the duration of VM workshops among practitioners showed some disparities not necessarily among countries but among professionals even within the same countries. For instance, though the general job plan in the UK and the US is to have VM studies workshop last for 1 day and 3-5 days respectively, some practitioners in the US prefer shorter VM workshops as they and participants could have other engagements or may get bored of the process. On the other hand, some professionals in the UK were of the view that more time spent on VM workshops means a more in-depth study. However, Thiry (2001) noted the debate on VMà ¢Ã¢â€š ¬Ã¢â€ž ¢s workshop duration is controversial as the complexities presented by the nature of some projects would rather make it difficult to succumb to some clients demand for shorter VM workshops. Kelly and Hunter (2007) concluded that the overall duration of workshops cannot be pegged either in UK or US practice, rathe r the nature of the project and client in question would be the determining factors. 2.4 VALUE MANAGEMENT INTERVENTION As a management technique, VM concentrates on identifying and verifying a clientà ¢Ã¢â€š ¬Ã¢â€ž ¢s value system within their organisation or programme by providing the right mix of multi-disciplinary team and stakeholders together at the right time (Male et al, 2007). As noted earlier, most practitioners misconstrue VM to be a cost cutting exercise and hence apply VM at a later stage of the project after the design has been developed. This however cannot be said to go against the principles of VM as its technique can rightly be applied at any stage of the project. In a debate on the place of the quantity surveying profession in the practice of value management, Green and Liu (2007) attributes this to a bid for the cost consultants to win the market through minimizing cost. Kelly et al (2004) use a à ¢Ã¢â€š ¬Ã…“lever of qualityà ¢Ã¢â€š ¬? to illustrate some different points at which value management can intervene in the project lifecycle and the comparative amount of pressure tha t will be required to improve value, figure 2.7. Figure 2.7 Winston Davies Lever of Quality, adapted from Kelly et al (2004) Figure 2.7 illustrates the impact of value management technique applied at the different stages of a project. Figure 2.8 shows the level of application of VM and the different intervention points (Male et al, 1998) Obviously, projects bring about change(s) to organisations and at its strategic stage the emphasis is to find the motive and expectations of the project and so, not much resources (if any) need to be invested. This implies that VM, if applied at this early stage as shown in figure 2.7, could be more economical in terms cost, time and performance. As noted by Kelly et al (2004 pp98) opportunity to improve project value is greater at the beginning of the project and will require relatively more force (resources) as it goes down the lever. This is because when applied at the early stage of the project, the required functions are identified by the project team and stakeholders thereby ensuring their buy-in. This implies that the only expected change will be that caused by the introduction of change to the project as opposed to changing an already developed design. Male et al (2007) added that reactive application of the VM technique will involve a re-arrangement of a distorted value syst em and bearing in mind that extra cost is incurred in re-tracing steps, achievement of value for money (VfM) could be relatively more difficult. Project completion and performance could also be threatened as altering the sequence of tasks may cause the project team to become dysfunctional. 2.5 CONSTRAINTS OF VALUE MANAGEMENT à ¢Ã¢â€š ¬Ã…“Value management methods have developed and are widely used since its first introduction into the USA construction industryà ¢Ã¢â€š ¬?, (Fong and Shen 2000). Numerous researchers including Kelly et al, (2004) pg 48; Ellis et al, (2005) have at one point or another made similar assertions in their individual works. Whereas this could be true in countries like the UK, Australia and the USA, the result of the research by Bowen et al, (2009) in which he verified the validity of these assertions shows that VM techniques, due to some factors, is yet to be fully embraced in some countries. Part of the reason being that prior to the evolution of VM, professionals in the construction industry have used other management techniques (value planning, value engineering, value analysis, total quality management, for example) through which they deliver value for money to clients and so may still continue to use these. According Green and Connaughton (1996) and Bowen et al (2009) som e professionals claim that à ¢Ã¢â€š ¬Ã‹Å"value management is what we do anywayà ¢Ã¢â€š ¬Ã¢â€ž ¢. Where this may be true, as they do deliver value for money to client sometimes, Green and Connaughton (1996) pointed out that the motive of value management is to guarantee VfM in all projects and not à ¢Ã¢â€š ¬Ã‹Å"sometimesà ¢Ã¢â€š ¬Ã¢â€ž ¢. A similar study carried out by Fong (2004) revealed that one of the problems affecting the development of VM is its perceived attempt to integrate into other concepts likes partnering, benchmarking and re-engineering as a value enhancing exercise. Harty (2009) noted that this would probably result in professionals or clients perceiving VM as part of a process to improve efficiency rather than an established technique on its own. Naderpajouh and Afshar (2007) noted that some professionals are risk averters and so are reluctant to be innovative which makes them avoid the technique. Hence there is need for an established professional and academic image that will promote and foster understanding among corporate organisations, government agencies and the public. On their part, Fong and Shen (2000), in addition to a lack of knowledge and understanding among clients and practitioners, noted that lack of time and reluctance in adopting the VM technique could be a possible hindrance to its gr owth. This reluctant approach is displayed by the adoption of a à ¢Ã¢â€š ¬Ã…“tick-the-boxà ¢Ã¢â€š ¬? approach in public sector projects or other organisations where the policy makes it mandatory to apply VM. According to Shen and Liu (2004), the absence of an established methodology for applying VM could also be a hindering factor to its application. Following VMà ¢Ã¢â€š ¬Ã¢â€ž ¢s migration from the manufacturing industry and its adaptation into the construction industries of different countries at different times with varied objectives, some countries still lack a harmonised guideline for its application. Bowen et al (2009) noted that even when this is done, they rarely make efforts to benchmark it with other international practices. For instance, some practitioners may find the use of qualified facilitators in a workshop situation as adding extra cost to projects as well as time consuming. This may result in either clients resorting to an informal approach without an experien ced facilitator to provide a structured approach to identifying clientsà ¢Ã¢â€š ¬Ã¢â€ž ¢ value system. The result of this may not be so different from what is obtained through other management techniques thereby questioning the uniqueness of value management. Furthermore, Green and Connaughton (1996) stated that well conducted VM studies achieve about 10% to 25% savings on the project and prevents the possible time that could be wasted as a result of frequent alterations due to lack of proper understanding of requirements. This is obviously good compensation for a cost of about 0.5% to 1% incurred as a result of value management studies (REF).

Kurt Vonnegut A Hybrid Of Science Fiction And Satire

Leanne Arata English 11 Mrs. Wheeler 5/8/2016 Kurt Vonnegut The idea of making a work that does not fit into a single category of work is how Kurt Vonnegut has become such a phenomenon. Kurt Vonnegut has a hybrid writing style which allows him to critique human nature and this is evident in his work. A hybrid writer is someone who makes something by combining two different genres to create something new. Vonnegut’s work is a hybrid of science fiction and satire. Satire is an author’s way of saying he/she feels that something is subpar, Vonnegut does just this in most of his works, such as Slaughterhouse Five, and Harrison Bergeron. â€Å"Any analysis Kurt Vonnegut’s work runs the risk of being too heavy-handed and ponderous to do justice to writing that has self-consciously chosen the path of the lightweight, the naive, and the comical.† (Rigney). This is true because people tend to be judgmental of the fact that Vonnegut uses satire while talking about war. People are not realizing that war is not a lways something that comes from great honor, war is horrible and people need to start realizing this and stop glorifying it according to Vonnegut. Kurt Vonnegut, Jr. was born on November 11, 1922, in Indianapolis. He was the youngest of his sister and brother. Vonnegut’s father was an architect and his mother was the daughter of a very wealthy family. The Vonneguts were respected members of the community and Vonnegut s early childhood was extremely privileged. Vonnegut went to

Clarences Speech in William Shakespeares Richard III Essay

Clarences Speech in William Shakespeares Richard III The speech I am going to be examining is from one of Shakespeares plays, Richard III. It is the part of the play where George, Duke of Clarence is explaining a prophetic nightmare he had whilst being locked in the Tower of London. Richard III was a real king of England, but had been killed in battle, around 100 years prior to when Shakespeare wrote this play. At the time of writing, in 1594, the queen was Elizabeth I, a Tudor. One of the Queens ancestors, Henry VII, had killed Richard III on Bosworth Field. Shakespeare, to make sure he was in favour with the Queen, made Richards character into a complete villain, as well as physically†¦show more content†¦This helps to build up drama and create a vivid picture in the minds of those watching the plays. This was especially important in the Elizabethan times, as stages had limited scenery and special effects. The beginning of Clarences speech is full of warnings and phrases that suggest death. He begins his speech telling Brackenbury that, in his dream, he thought he had broken from the Tower and was on a ship to Burgundy with Richard. He says Richard tempted him to walk over the deck. The word tempted is a word often used when talking of the devil as the devil tries to lure people into sin. When Clarence uses this word to describe Richards actions, it is like if Richard is being described as devil-like. He then says that he and Richard looked towards England, and recalled a thousand heavy times, during the wars of York and Lancaster, that had befallen us. A thousand is an exaggeration, but it shows that Clarence is being warned of more bad things to come. This sets the mood of the speech. It is full of warnings and sentences suggesting bad times. Clarence says Methought that Gloucester stumbled, and in falling, struck me. This is a forewarning that Richard is going to cause Clarence to suffer in the future. When Clarence says methought it shows that he is a bit doubtful as to whether it was an accident or not. He thinks that it was an accident when heShow MoreRelatedFilm Review of Richard Loncraines Adaptation of William Shakespeares Richard III1221 Words   |  5 PagesFilm Review of Richard Loncraines Adaptation of William Shakespeares Richard III Civil war divides the nation the first caption we see at the onset of this adaptation of Shakespeares Richard III sets the tone for scenes to come later in the movie. It starts by focusing on Shakespeares underlying tone regarding Richard as somewhat an outlandish character to be mocked and amused by. Enter Richard to stab Edward in his war room at Tewkesbury in his tank. He then fills Edward full ofRead MoreAnalysis of Richard Iiis Winter of Discontent Speech937 Words   |  4 PagesWilliam Shakespeare’s Richard III is a historical play that focuses on one of his most famous and complex villainous characters. Richard III or The Duke of Gloucester, who eventually becomes king, is ambitious, bitter, ugly and deformed. He manipulates and murders his way to the throne and sets the tone for the whole play with his very first speech, which is the opening of the play. Richard opens with the lines â€Å"now is the winter of our discontent made glorious summer by this son of York, andRead MoreThe Household in Richard III and Arden of Faversham: Mosby and the Duke of Gloucesters Struggle for Power2821 Words   |  11 PagesThe â€Å"household† in Richard III and Arden of Faversham: Mosby and the duke of Gloucester’s struggle for power Table of contents 1. Introduction: the concept of household and the overthrown of established authority in the plays Richard III and Arden of Faversham..............................3 2. Reasons to overcome the established power......................................................3 3. Strategies to overthrow the status quo 3.1. Lies and deceit..........................Read MoreLooking for Richard Transcript11989 Words   |  48 PagesLooking For Richard Script - Dialogue Transcript Voila! Finally, the Looking For Richard script is here for all you quotes spouting fans of the Al Pacino movie about the making of Richard III.   This script is a transcript that was painstakingly transcribed using the screenplay and/or viewings of Looking For Richard. I know, I know, I still need to get the cast names in there and Ill be eternally tweaking it, so if you have any corrections, feel free to drop me a line. You wont hurt my feelings

Consumer Decision Making Process Arabella Case Study

Question: Discuss about the Consumer Decision Making Process for Arabella Case Study. Answer: Consumer decision-making process Mehta and Dixit (2006, p. 205), described the consumer-decision making process in five main stages. Similarly, these stages apply to Arabellas case. These are: Identifying the problem: Arabella faced the challenge of having a personal computer which would help her access the internet and work from home conveniently instead of traveling to the University campus on weekends and at night. Obtaining relevant information: Arabella was able to get information about computers from her friends, Emma, Sarah, and Cordelia. More information was obtained from Norman Computer Superstore and the advertisements from the brochures. Evaluating alternatives: Based on the information achieved, Arabella had to evaluate the best desktop computer. She evaluated Dense, Hal, IQ Marquee and Glade brands. Evaluation involves drawing conclusions from a study or research. (Hansel and Hofmann, 2016, p. 9). Finally, she had to make a choice between IQ and Hal. Purchasing: After considering the previous stages, Arabella was motivated and decided to buy the IQ Marquee computer for it had the very specifications she was after. It had good graphics, higher RAM and faster processor which could multi-task. Post-purchase Behavior: It is testing the effectiveness of the product by the buyer. In this case, buying an IQ PC caused disappointment to Arabella for it was not able to connect to the Oz Email Server due to modem malfunction. 2. Level of involvement It refers to the degree of processing information and considering the importance the consumer will get after buying a particular product. (Thukral and Mindak, 2015, p. 72). As a consumer, I would not have behaved like Arabella. Based on the information from her friends, they explained their experiences for the computers, but none of them had used IQ Marquee PC. Cordelia had confirmed and praised that Hal worked well for her. I could have purchased Hal instead of IQ PC. 3. Reacting to faulty purchase. I would consider the guarantee and warrant of the IQ PC. I could take it back immediately to the seller for a refund, repair or replace it with Hal. The customer always has the right to reject faulty goods (May, Monga, and Kalaignanam, 2015, p. 260). However, if the product does not have any warrant, I could consider the Consumer Rights Act and claim for the refund or repair of the faulty IQ PC. If the cost of the defective product is lower, I will consider its repair cost. If the total cost is higher than the original buying price, I will reject the product. Alternatively, if the total is lower or equal to buying price, I would purchase the product and take it to be fixed. 4.Manager of IQ customer care I would order the staff to scrutinize the product first and check whether the problem is related to the manufacturer or the buyer, Arabella, physically interfered with it. If it were the manufacturers fault, I would ask the staff to request Arabella whether she would like the IQ Marquee repaired or replaced. I would not encourage refund, but other alternatives would be better. 5.Effective complaint handling procedure According to Chalmers (2016, p. 572), this procedure is divided into three processes. These process include: Frontline resolution: This deals with complaints which are easy and straightforward. They can be resolved by quickly and do not require much detail. Investigation complaints: It is applied to the grievances which are beyond frontline resolution. In most cases, they are said to be complex and are handled by the senior management. Independent external review: The cases which arise from the service providers are tackled in this stage. These are complaints which are beyond management control. They originate from manufacturers and service providers fault. 6.Options for consumer responses Reduced prices and discounts: Prices can be minimized and discounts provided to entice customers. This act can be done on holidays and weekends. Consumers will be more satisfied if they purchase goods at lower prices. Quality: Better level of excellence of a product will provide more satisfaction. For example, high-speed computers will make work easier and convenient to the buyer. After-sale services: May includes packing goods in cartons or ferrying goods to buyers car. References Mehta, R., and Dixit, G., 2016. Consumer decision-making styles in developed and developing markets: A cross-country comparison. Journal of Retailing and Consumer Services, 33, pp.202 208. Hnsel, M. and Hofmann, E., 2016. Evaluation of business services from a buyers perspective: The place of consumption as a distinctive feature. Thukral, V.K. and Mindak, W.A., 2015. Product Involvement as a Determinant of Consumer Satisfaction. In Proceedings of the 1984 Academy of Marketing Science (AMS) Annual Conference (pp. 72-76). Springer International Publishing. May, F., Monga, A.B. and Kalaignanam, K., 2015. Consumer Responses to Brand Failures: The Neglected Role of Honor Values. Brand Meaning Management, 12, p.257 - 291. Chalmers, S., 2016. Ethical fairness in financial services complaint is handling. International Journal of Bank Marketing, 34(4), pp.570-586.

Lord of the Flies Summary

'Lord of the Flies' Summary William Golding’s 1954 novel Lord of the Flies tells the story of a group of young boys who find themselves alone on a deserted island. They develop rules and a system of organization, but without any adults to serve as a civilizing impulse, the children eventually become violent and brutal. In the context of the novel, the tale of the boys descent into chaos suggests that human nature is fundamentally savage. Chapters 1-3 The novel opens with a young boy named Ralph and a chubby, glasses-wearing boy as they walk onto a lagoon wearing their school uniforms. We soon learn that they are part of a group of boys who were evacuated during the war and who survived the plane crash that followed what they suspect was an enemy attack. As Ralph and the other boy that there are no adults around, they decide they must attract the attention of any other surviving children. Ralph locates a conch shell and begins to blow into it, summoning the other boys with the noise. The chubby boy reveals that the other children used to call him Piggy. Ralph believes rescue is imminent, but Piggy argues that they must get organized because they may be stranded for some time. The other boys choose Ralph to be their leader, although the choice is not unanimous; the choir boys, led by Jack Merridew, do not vote for Ralph. Ralph gives them permission to form a hunting group. Ralph quickly establishes a rough form of government and order, exhorting the boys to enjoy their freedom, work together for their mutual survival, and maintain a smoke signal on the beach to attract any potential rescuers. The boys in turn agree that anyone holding the conch gets to speak without interruption. Ralph, Jack, and a boy named Simon are the popular leaders and begin a tense partnership. They explore the island and confirm it is deserted, but locate fruit trees and a herd of wild pigs that Jack decides he and his friends will hunt. The boys use Piggy’s glasses to spark a fire, but Piggy quickly finds himself an outcast despite his friendship with Ralph. Simon begins overseeing the construction of shelters, concerned for the younger boys- referred to as ‛littluns.’ Chapters 4-7 The initial burst of organization doesn’t last long, however. Without adults, most of the boys refuse to do any sort of work and instead spend their time playing and sleeping. At night, rumors of a terrible monster in the trees sparks a panic. Ralph insists monsters do not exist, but Jack says otherwise. He claims that his hunters will find and kill the monster, which boosts his popularity. Jack gathers a group of boys for a hunting expedition, which takes them away from the job of maintaining the signal fire. The fire goes out. Shortly after, a boat moves past the island, but does not spot the boys thanks to the lack of fire. When Jack and the other hunters return in triumph with a pig, Ralph confronts Jack, complaining that they missed their chance at rescue. Jack, angry at his moment being ruined, knows he cannot fight Ralph, and so beats up Piggy, breaking his glasses. As the boys cook and eat the pig ravenously- ignoring warnings about eating undercooked pork- Ralph tells Piggy he wants to stop being the leader, but Piggy convinces him to stay on. Piggy is terrified at what might happen if Jack took over completely. One evening, there is a dogfight between planes near the island, and a fighter pilot ejects. Killed in the air, his body floats down to the island and becomes entangled in the trees. A boy sees his corpse and parachute and is terrified, convinced that he has seen the monster. Jack, Ralph, and a boy named Roger head off to hunt the monster, and all three boys see the corpse and run in terror. Chapters 8-12 Now convinced that the monster is real, Ralph calls a meeting. Jack attempts a coup, but the boys refuse to vote Ralph down, and Jack leaves in a anger, saying he will start his own tribe. Roger sneaks away to join him. More and more boys begin to sneak away to join Jack’s tribe, lured by the roast pigs that Jack and his hunters are able to provide. Jack and his followers begin to paint their faces, and behave in an increasingly savage and primitive manner while Ralph, Piggy, and Simon try to maintain a semblance of order at the shelters. Simon, who sometimes suffers mental attacks, goes off into the woods frequently to be alone. Hiding, he observes Jack and his tribe perform a ritual designed to satisfy the monster- they impale a pig’s head on a sharpened stick and leave it as a sacrifice. It quickly becomes swarmed with flies, and Simon hallucinates a dialog with it, referring to it as the Lord of the Flies. The Pig’s Head tells Simon he is foolish to imagine the monster is a flesh-and-blood thing; it is the boys themselves who are the monster. The Lord of the Flies then tells Simon that the other boys will kill him, because he is the soul of man. As Simon walks away, he comes across the dead pilot and realizes that he has found proof that the monster does not exist. He runs back to the other boys, who have begun to dance in a crazed ritual. When Simon begins crashing through the trees, the boys believe he is the monster, and all the boys- including Ralph and Piggy- attack him in terror, killing him. Meanwhile, Jack has realized that while the conch is a symbol of power, the true power lies in Piggy’s glasses, which is the groups only means of starting a fire. Jack has the support of most of the boys, so he conducts a raid on Ralph and his remaining allies in order to steal Piggys glasses. Ralph goes to their home on the other side of the island, a rock formation known as Castle Rock. He takes the conch and is accompanied by Piggy and just two other boys, twins named Sam and Eric. He demands that Jack return the glasses. Jack’s tribe ties up Sam and Eric, and Ralph and Jack engage in a fight. Piggy, alarmed, takes the conch and attempts to address the boys, pleading for order. Roger sneaks up above Piggy and drops a heavy rock on him, killing the boy and destroying the conch. Ralph flees, leaving Sam and Eric behind. Jack hurts the twins until they agree to join his tribe. Jack orders the hunters to go after Ralph, who is told by Sam and Eric that they intend to kill him and impale his head on a stick. Ralph flees into the woods, but Jack sets fire to the trees to drive him out. As the flames begin to consume the whole island, Ralph desperately runs. Hitting the beach, Ralph trips and falls, only to find himself at the feet of a British naval officer. A ship spotted the flames and came to investigate. All of the children, including Ralph and Jack, suddenly begin to cry, collapsing in exhausted grief. The officer is stunned and expresses disappointment that good British boys would fall into such a state of misbehavior and savagery. Then he turns and studies his own warship contemplatively.

Biomass essays

Biomass essays Many factors contribute to the diversity of life in an environment. The availability of nutrients and sunlight, along with other factors that play a pivotal role in determining what and how much life an area can sustain. While studying the Second Law of Thermodynamics, it came to my attention that the classical pyramid shape of the producer, C1, C2, C3, biomass pyramid did little to take into account the amount of detrital input. I hypothesized that the amount detrital input greatly effected the number of C1, C2, and C3 consumers and thus the overall biodiversity of an ecosystem. Further, if you could find a test-bed where detrital input was the only real difference between two similar ecosystems you would find that organisms of each ecosystem would be adapted to the peculiar conditions. This adaptation would lead you to find vast differences in the taxonomic groups associated with each With this in mind, I first set out to find two similar ecosystems were I could test this hypothesis. Second, to sample, categorize and compare the diversity of these ecosystems along taxonomic lines. Next, I planned to use several of the widely accepted diversity indexes (Simpsons Index, Shannons Index the Chi-Square Test) to compare statistically, the diversity of my Scientific Law states that in order to test the effects of one factor in an equation you must eliminate all other factors . In order to test the detrital base as the limiting factor, all other limiting agents must be eliminated. In a field experiment this is technically impossible; though it is possible to come close by choosing two ecosystems that are very similar. In order to keep this experiment as simple as possible the ecosystem chosen had to be nearly self contained and small. The smaller and more contained the ecosystem the less chance for outside input that could destroy our results. Alazan and B...

Milestone 2 Essay Example | Topics and Well Written Essays - 750 words

Milestone 2 - Essay Example However, even the best individual encounters circumstances where his/her ethical and moral standards are tested (Bowen, 2009). The Annie Dookhan lab scandal is at the peak of legal, moral and ethical misconduct necessitating an overhaul of the American criminal justice system to avert future injustices. Forensic science can reveal information regarding whether or not a crime was committed, who committed the crime, and what transpired during the crime (James et al., 2009). Mishandling, manipulating, or misinterpreting even one piece of evidence could destroy a person’s life or pervert justice. It is vital that forensic personnel allow evidence to speak for itself without manipulations or errors (Bowen, 2009). Most people trust that scientific analyses provide trustworthy proof regarding the interpretation of evidence, failing to consider that humans handle the evidence, a situation that puts the evidence at risk of contamination (Bowen, 2009). From the scene of the crime to the lab and all the way into the courtroom, forensic personnel should always display good ethical and moral character, while providing trustworthy, first class forensic service (Bowen, 2009). Dookhan is just a drop of water in the ocean of a corrupt criminal justice system whose sole selfish ambition is to reap huge out of crimes committed. In the process, guilty individuals are set free while the innocent are convicted. When someone falsifies reports, interferes with evidence, misguides investigators, and fabricates credentials as Dookhan did (Jacobs, 2013), it shows that the whole system tolerates unethical and immoral conduct. Moreover, the legal backgrounds are so weak that these blatant misconducts go unnoticed and not remedied. Dookhan is just but a sacrificial lamb. The real issue should be the identification of the legal loopholes that lead to such gross unethical and immoral behaviors in the criminal justice system. Prosecuting Dookhan will not

Sexual Harassment Essay Example | Topics and Well Written Essays - 2500 words

Sexual Harassment - Essay Example The concept of sexual harassment is a conventional phenomenon, which first appeared in the 1970s in United States. The concept also appeared later in 1986 in Europe. The aspect of sexual harassment brought forth a possibility of both positive and negative effects on the society in entirety and on organizations and individuals in particular. This led to increasing attention on the subject from both researchers and organizations alike. Sexual harassment is a severe contravention on the rights of workers with unpleasant and degrading experiences, which often result in emotional and psychological trauma. Generally, sexual harassment is described as the conduct of a sexual nature, which is unwelcome, and aims at intimidating, embarrassing, degrading the victim. Furthermore, sexual harassment creates hostile working conditions for the victim, which eventually hinders productivity and social exchanges within the organization (Australian Human Rights Commission, 2013). Australia human rights commission holds that an individual sexually harasses the other when: 1. The individual makes an undesirable sexual progress or unwanted sexual request for sexual favors to the harassed. Circumstances to be considered might include, but not restricted to; (a) age, sex, sexual preference, color, race, ethnic origin and religious belief of the harassed person. (b) The association involving the person and the individual who started the progress or appeal or who involved in the behavior. (c) Disability of the harassed person or other pertinent circumstance. 2. The harasser participates in unwarranted manner of a sexual character in relation to the harassed person. Sexual harassment is an intense problem in the contemporary workplace that is increasing at a high pace. Thousands of males and females come forward every year to report their sexual harassment and employers and other state agencies. In the beginning of sexual harassment in 1970s, researchers anticipated that one in every two women would become a sufferer of sexual aggravation in the job environment. The quantity of employees who lodge complaints of sexual aggravation in the private and public labor force remains high. Discrimination in employment has been increasing over the decades, but sexual harassment has currently been the basis of 33 percent of all harassment claims (Boland, 2005) according to the national agency charged with examining sexual aggravation in the place of work. The cost of sexual harassment is very expensive to both the employer and the individual being harassed. The United States department of labour holds that millions of dollars are lost in job opportunities, and more are lost in awards after harassment cases. Types and forms of sexual harassment One of the most arising questions on the aspect of sexual aggravation in the office seeks to answer what specific behaviors amount to sexual harassment. However, studies today look at the broader range of sociosexual actions in the work place as well as the conditions highlighted above for advances of sexual harassment. In establishing whether sexual harassment occurred or not, there has to be a complete analysis of actions patterns and aspects that are unwanted. In defining the term sexual harassment, request for sexual favors, sexually oral and physical behavior, as well as the sexual advance must to be ‘unwelcome’. This implies that the person complaining of sexual har

Creative Technology entry in the US market. Political factors that can affect its operations Essay Example for Free

Creative Technology entry in the US market. Political factors that can affect its operations Essay Introduction There are various political factors that can affect the operation of the Creative Technology in the US market.   First the company will be required to comply with the various government regulations that affect the pricing and the entire production process. The company also needs to comply with the various tax systems that are present in the American economy ( Donici, Maha, Ignat Maha,2012).   In addition the company is also required to comply with the various trading agreement of the companies that operate in the industry. The US government is also known to have to have minimum intervention on the business which will in turn help to ensure that the business is able to achieve its objective (Shaw, 2007).   The political stability currently enjoyed by the US government will also play a critical role in helping to ensure the company achieves its strategic growth objective in the US market. Domestic approach that might change Building a strong brand The company need first ensure that it concentrate on building a strong brand in the US market. Though building a strong brand the company can therefore be able to achieve to capture the interest of the consumer and therefore ensure the company achieves its strategic growth objectives. According to Ryan Jones (2012) building a strong brand can help to create the necessary emotional connections with the target consumers. Most importantly building a strong brand will help the company to compete with some of the companies that are leading in the sale of the earphone in the US market. Adopting online sales and marketing Online sales and marketing is current becoming one of the most important factors that helps to ensure that various business survive in US domestic market ( Donici et al.,2012). There is therefore need for the company to adopt the online sales and marking strategies in order to ensure it reaches its target consumers. In this case the company needs to set up a website that has an accurate reflection of the company goals and objectives. Reference Ryan, D., Jones, C. (2012). Understanding digital marketing: Marketing strategies for engaging the digital generation. Philadelphia, PA: Kogan Page. DONICI, A., MAHA, A., IGNAT, I., MAHA, L. (2012). E-Commerce across United States of America: Amazon.com. Economy Transdisciplinarity Cognition, 15(1), 252-258. Shaw, S. (2007). Airline marketing and management. Aldershot: Ashgate.

Fred :: essays research papers

There once was a planet inhabited by ape like creatures. All of their names were fred. Anyways... one day fred went on an adventure to fred's store to buy a pack of gum. He noticed the employee of the month had the same name as his and he purchased the gum and chewed the first piece. It was grape flavored, fred's favorite. On the way home, fred saw his best friend fred, sitting on a bench with his brown bagged lunch which had been packed 3 hours previous by fred's mother, fred. So fred went up to his best friend fred, and said, "I'll trade ya a stick of gum for one item in your lunch." Fred agreed to this with much enthusiam. Fred looked through his friend's lunch and found 3 items of interest, a bolongia sandwhich, a golden toothpick, and some tree bark. Fred's instinct was to pick the tree bark, but thinking with his head he realized he should choose the bolongia sandwhich. So fred made the wise choice and headed home with his bolongia sandwhich. He ran home so excitedly just like a monkey should. But as he got to his street, fred street, he saw that there had been a big brush fire that swept through his block and wiped out everything he held true and dear. It didn't burn his house down or anything but it melted his prized collection of wax figurines which made fred very very sad. Moving on to the next order of business, fred drove his hovercraft car to the Secretary of State that day to pick up his custom liscence plate which read, FRED, he was on a waiting list for 3 years before he could purchase such a thing due to all the people living on his planet with the first name of Fred. Which is strange because fred isn't all that common a name on other planets. On fred's way to the DMV he got stopped by the police for speeding in a slow zone. You see, there are no speed limits on this planet, only zones, zones for going fast and zones for going slow, so fred was stopped by the police officer and sat waiting for the police man to give him his ticket, when all of a sudden his hover car ran out of fuel. The fuel for his hover car was interesting because it's not radio active or anything, it runs mud, the muddier, the better.

Organizational analysis

IntroductionThis faculty had widened my position of organisations and their values. With a portfolio from operations background in a BPO sector managing more than 30 employees, I happen to understand certain facet for many of our employees feedback and what was truly dawdling behind in that organisation. I even had submitted one page papers to my Director explicating about the seniors which the organisation has to be looked into instantly. Working in this faculty along with my group had besides helped me to understand the existent clip scenario of the international office organisation which we had worked on.An Overview Of The AnalysisWhen we happen to inquire for the assignment to run into the International offices Director, we were truly excited to cognize what truly the organisation is all about, understanding the major work of the office being into international pupil enlisting which was entirely known on this organisation there were more important functions which this organisatio n was all about. Initially, our group had decided to direct out three people to run into him, but we had a back autumn when we had a notice that he was non available, and the worst which affected us was that he will be back merely after a hebdomad and this created a confusion within all of us. I took the undertaking of outlining out the inquirer which had to be passed on to the employees of the organisation ; my past experience had helped me to get the better of this degree, as I was responsible for carry oning studies from my employees about the degree of occupation satisfaction and feedbacks on the assignments they were assigned to. Sing the strength of work burden they have, I decided to set down merely 10 inquiries which would turn to most of our research about their work. I took the chief countries of occupation satisfaction, environment of the work topographic point, communicating degrees within the organisation, impact on any alterations. I besides decided to set on an unfast ened inquiry so that any inquiry or feedback on their ego ‘s can be obtained which can assist us understand the engagement on their occupation. Normally if this feedback has to be completed on a completion most of the participants would merely make full in the inquirer with the possible replies quickly and would go through it on dorsum to us. If the participants truly bask these 0858009 3 inquirers they would set down some of the remarks or some of their inquiries which can be raised on a whole for the direction to reply or to most allow them cognize of some developments go oning without the notice of the direction. I was heated up with the conversation of my group when at the last, that merely two individuals can run into the Director. Then as a group we decided that I stay back and to enter the inquiries which were being asked to him and reproduce it for us to analysis. I was despairing to see the international office, I accompanied my squad to the office, the first feeling it gave me was surprising, beside all our expatiation of a high terminal office floor, it was an unfastened office floor where everything was so seeable and we could finally number the figure of employees in the floor. There were more surprises to add on when we wanted to cognize the office of the Director ; we were directed towards a corner of a room on an unfastened tabular array, so it was my squad who took on the show so on and I returned back waiting thirstily to cognize the consequence of the meeting and the replies which were to be spoken out. The more inspiring chance was the chance to analyze in world a life-size organisation. We had a enormous answer from the Director ; he had given us the terminal to stop operation of the organisation, the first meeting had given us replies to all the inquiries which we were waiting to screen it out. This organisation was non merely involved in international pupil personal businesss but there were other countries like institutional dealingss which was involved in with other external universities and their plans, so being the international dealingss which was responsible for MOU with other educational establishments across the Earth, this section was besides active for pupil exchange plans. This had made me revise the inquirer which had to be handed out to employees as it had a broad spectrum of events to be covered. After obtaining the completed inquirer we had similar replies on all of them, we had an overview of the section but this was wholly different on how every employee had similar position.Framwork EmployedW had given 7 ‘s theoretical account on bases of our appraisal as the sections with the organisation was interlinked to each other, they were independent but was bounded like magnets with each other and the degree of motive could be felt by the responses we had go t. They were given lost of chance to go, common 0858009 4 answerability for each other and high degree of occupation satisfaction was clearly seeable. Motivation has played a really of import facet as everyone was towards a common ends, this was one of the section which had been responsible for Warwick ‘s growing. I had understood that they all had the occupation features with skill diverseness, undertaking individuality was significance and feedback was communicated decently with each other on clip. Key emotional edge prevailed with each other for their distinguishable duty and clear cognition result of the work they were into their corresponding countries. All the struggles within them were sorted out with treatments. Furthermore their squad ‘s size was kept little for effectual communicating. The chief alteration had been after their new Director taking the physical barriers between them which had efficaciously brought in the alteration ; this has besides given them the capableness to interact any issue straight with him, intern determination devising was left on everyone and this had given all the employees to move independently for faster resolution of issues. To brief of what, I had formulated on this research are every employee found his occupation disputing instead than routine as everyday he had new occupations to be to be refined off. Communication within the organisation is so intense that everyone is able to track of their work and feedback of their procedure is being maintained in high degrees. They were able to carry through their given undertakings within their office hours alternatively of working on with the excess hours and even they did n't mind to work on the excess hours to finish their occupations. Without an effectual inducement plan in topographic point everyone was keen on their work or responsibilities given to them and everyone was keen on the growing of the organisation instead than that of their personal growing, this had brought in a degree of dedication towards their organisational growing. With an unfastened office scenario every work of them had a alteration to be overlook and this besides provided an insecure e nvironment on personal attempts being put in topographic point. They besides have a occupation apprehension which can non be brought out as a insouciant work since they are being monitored openly some one or the other on the whole. They have are forced to work on certain fortunes which they can remain off from as it their unfastened work topographic point, even a smiling is forced on them, as that is what the inquirer has reflected back to us, Since all the inquirer had the same response or similar response without transporting a appropriate reply, this looks like a forced reply. Furthermore we had been provided to interview merely one employee on the entire squad of 33 members, and that interview had a twofold positive response and every organisation should or will hold a unfavorable judgment factor on their desk to do it a perfect one.DecisionTo reason with the research on this organisation a strong motive of the bounded within every employee and this act as a drive force within t hem to execute and the degree of dedication which this leading has brought in has had an influence on every employee to keep it for the group end or success of the organisation. To acquire people on a same aim to carry through widespread end is a singular attempt of the Director. The chief drawback of this is shall ensue when a image perfect portrayal is swirled on a issue which they face and when they are non able to manage it out. This section has proved to be a success narrative and every employee had resulted towards its success, and the chief factors would be motive and teamwork. Leadership manner has influenced the occupation profile of every one, which had even drafted to the degree of feedback to be on a common appraisal. This degree of bonding has been a major factor to convey in such high degree of victory towards the university on an international degree within a short clip. If this bonding continues, it shall take to the growing of different stage of the university.

Business Analysis Perfect Competition - 1466 Words

You have been hired as a consultant by your local mayor to look at the various market structures. Your role is to provide analysis and answers to these important questions that will help the mayor understand the structures of many of the businesses in his city: Describe each market structure discussed in the course (perfect competition, monopolistic competition, oligopoly, and monopoly) and discuss two of the market characteristics of each market structure. Perfect competition describes a marketplace that no one participant can set the market price of an exchangeable product. This is generally considered an ideal, rarely found in markets today. There are some approximations, such as online auctions, such as eBay. Such firms’ demand curves are perfectly elastic. These markets are theorized to have an unlimited number of buyers and sellers. There are likewise no barriers to entry or exit. Monopolistic competition describes a marketplace offering differentiated products, and as such are not perfect substitutes. This is found in restaurants, shoes and other preference-driven goods. Such firms find a high elasticity of demand (in the long run), likely excess profits in the short term, and price setting available to them (as there are no perfect substitutes for their products; competitor prices are ignored). Oligopoly refers to an industry dominated by a small number of sellers with market power. They have the ability to limit or discount competition, and artificially earn excessShow MoreRelatedPestle Analysis Of Mcdonalds1628 Words   |  7 PagesPESTLE analysis PESTLE is the analysis of the factors that could affect a business on a macro level. McDonalds franchise strategizes issues identified in this PESTLE analysis. The PESTLE analysis model determines the different external factors that offers opportunities or threats to the business based on its macro-environment. In the global fast food restaurant market, McDonalds is focused on economic and sociocultural factors. Nonetheless, the company’s success is indicative of its effective strategiesRead MoreArgument Against Perfect Competition Theory Essay1551 Words   |  7 Pages3.0 Argument against Perfect Competition Theory Theory of perfect competition has severe shortcomings that limit its application in business. Generally, its assumptions fail to hold in the real world, which makes the theory implausible as discussed below. Firstly, it assumes that buyers and sellers are price takers in the market. As such, it presumes that there are many buyers and sellers that are insignificant and equally small for the conditions of perfect competition to exist. However, in eachRead MoreA Research Study On An Academic Research Essay1658 Words   |  7 Pagesfull time careers. In particular, it provides knowledge and background principles that will be used in future analysis. It is important to note that there are research objectives; as such, it ensures that certain goals are met at the end of the activity. Therefore, this paper will entail research on the Perfect Competition Theory to determine its validity and reliability in market analysis. Firstly, the paper will outline the objectives of the research and provide methodologies applied. Secondly,Read MoreEssay on BP and Consolidation of Oil Industry, 1998-20021491 Words   |  6 Pagesits business and start a new business, a clean energy production, because it would lose profits from oil supply. Oil industry had not developed in perfect competition; oil price was easily controlled since oil industry was oligopoly, many consumers exist and the government protected oil industry from competition. However, oil industry is facing perfect competition; oligopoly formation of oil industry would come to perfect competition because OPEC started apart from each other. 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