Becoming a Father and Husband Essays

Becoming a Father and Husband Essays Becoming a Father and Husband Essay Becoming a Father and Husband Essay Many people can probably identify a special time in their life and they may also be able to tell a lot about it but when it comes to being a father there just isn’t much to compete with. In this essay I will tell you all about how becoming a father became a special time in my life and how it blessed me to no end. I will tell how it scared me when I found out I had a son, I will tell how I adapted to becoming a true man, and husband, and I will tell how I was finally blessed with a beautiful baby girl so I hope this is something you enjoy. As a young man live was enjoyable, sure. Life was always giving to me and my free time, not having any responsibility was probably the best thing at that point in my life I just loved living like there was no tomorrow. Eventually, that was all to change, I was living in Corbin, KY at the time when I got a call from my mother telling me she has some news that I needed to come in as soon as possible, so as the next morning soon approached I woke up packed up and came back to Harlan County, KY where I found out that I had a 10 month old child he was a beautiful baby boy and he looked just like me. My mind was unsure I was very scared at the time I wasn’t ready to be a father I wasn’t ready for responsibility nor commitment to him, even with fear in my heart and hesitation in my mind I went for it I took him for the first weekend and never realized how truly amazing it was to spend all that time with him. I fell in love and was so happy I went through with having him for m yself every other weekend. Becoming a man was very hard, I know you’re probably thinking, well, why would he call it a man? Because, a man is someone who steps up to the plate who takes a swing no matter how hard the throw, and that’s exactly what I done even thought I was very scared and worried about this new step I was willing to change everything that I loved to take on this new journey. After a year or so I had become on

Henri Fayols Management Theory Essay Example

Henri Fayols Management Theory Essay Example Henri Fayols Management Theory Paper Henri Fayols Management Theory Paper Henri Fayol’s Management Theory The twentieth century has brought in a number of management theories which have helped shaped our view of management in the present business environment. Henri Fayols management theory is pioneer in its own right, outlining clear and distinct duties and roles of management and his theory is by far the most relevant in today’s management style. Plan, Organize, Command, Co-ordinate, and Control are the five core issues of the Henri Fayols management, which have made the theory more practical over the contemporary management theory. Henry Fayol presented 14 principles of Management, many of which are still widely used in organizations by management to perform day to day tasks and many other functions. Some of his principles which form the structural dimensions of today’s organizations and their management are: Unity of Command, Division of work on the basis of specialization, Centralization, Order, Discipline and Unity if direction. Other than this, two more important aspects that he introduced and we find in today’s management practice are the need for initiative on part of the employees and letting the employees contribute to decisions and other tasks and delegating on the management’s part. In his principles, he also stated that an employee needs to be motivated and among many other things, money is an important variable in motivation. He also said that the management should keep the morale of its employees high and keep them motivated so that they can perform at their best. Fayol believed by focusing on managerial practices he could minimize misunderstandings and increase efficiency in organizations. [1] He enlightened managers on how to accomplish their managerial duties, and the practices in which they should engage. In his book General and Industrial Management (published in French in 1916, then published in English in 1949), Fayol outlined his theory of general management, which he believed could be applied to the administration of myriad industries. His concern was with the administrative apparatus (or functions of administration), and to that end he presented his administrative theory, that is, principles and elements of management. His theories and ideas were ideally a result of his environment; that of a post revolutionized France in which a republic bourgeois was emerging. A bourgeois himself, he believed in the controlling of workers in order to achieve a greater productivity over all other managerial considerations. However, through reading General and Industrial Management, it is apparent that Fayol advocated a flexible approach to management, one which he believed could be applied to any circumstance whether in the home, the workplace, or within the state. He stressed the importance and the practice of forecasting and planning in order to apply these ideas and techniques which demonstrated his ability and his emphasis in being able to adapt to any sort of situation. In General and Industrial Management he outlines an agenda whereby, under an accepted theory of management, every citizen is exposed and taught some form of management education and allowed to exercise management abilities first at school and later on in the workplace. Everyone needs some concepts of management; in the home, in affairs of state, the need for managerial ability is in keeping with the importance of the undertaking, and for individual people the need is everywhere in greater accordance with the position occupied. excerpt from General and Industrial Management During the early 20th century, Fayol developed 14 principles of management in order to help managers manage their affairs more effectively. Organizations in technologically advanced countries interpret these principles quite differently from the way they were interpreted during Fayols time as well. These differences in interpretation are in part a result of the cultural challenges managers face when implementing t his framework. The fourteen principles are: (1) Division of work, (2) Delegation of Authority, (3) Discipline, (4) Chain of commands, (5) Congenial workplace, (6) Interrelation between individual interests and common organizational goals, (7) Compensation package, (8) Centralization, (9) Scalar chains, (10) Order, (11) Equity, (12) Job Guarantee, (13) Initiatives, (14) Team-Spirit or Esprit de corps.

Emerging Network Technologies Essay Example | Topics and Well Written Essays - 500 words

Emerging Network Technologies - Essay Example The answer was to use VPN over dial-up links, a cost-effective solution. The company did a pilot implementation with a VPN product from Cisco. Implementation: BPCL evaluated various options before selecting Cisco's VPN solution. They had to basically decide between two options, a software-based and an appliance-based VPN solution. Software based VPNs are offered by Computer Associates and CheckPoint and appliance-based solutions are offered by Nortel and Cisco. BPCL implemented Cisco's VPN 3030 Concentrator. It's a VPN platform for medium and large enterprises with bandwidth requirements from T1/E1 through fractional T3. The concentrator supports up to 1500 simultaneous sessions. It offers hardware acceleration and is field-upgradeable to the 3060. Benefits: BPCL has achieved faster deployment, lower cost of operations, and a scalable solution that supports up to 1500 concurrent VPN users and can be integrated with future security initiatives like digital signatures and secure ID cards. BPCL would have had to spend a substantial higher amount on VSAT links or leased lines at remote locations if it had not deployed a VPN solution. University of Minnesotta, is one of the premier universities of America offering a wide range of courses. The University of Minnesota is one of the most comprehensive public universities in the United States and ranks among the most prestigious. Product: University of Minnesota, which serves 60

The Education Systems of England and Saudi Arabia Essay

The Education Systems of England and Saudi Arabia - Essay Example 'The British government has set a national curriculum, which clearly defines different stages and core subjects for children ages 5 to 16 (The Education System in England, n.d.). It specifies the various subjects to be taught at different stages, the expected knowledge, skills, and understanding level for the various subjects, and how the children's progress should be tested (The Education System in England, n.d.).' (qtd. in University of Michigan, n.d.) THE NATIONAL CURRICULUM (ENGLAND) The National Curriculum consists of 11 subjects, including; English, design and technology, geography, math, information technology, music, science art, physical education, history and modern foreign language. The National Curriculum is split up into for stages, referred to as Key Stages, and are based on the student's age. The key stage of a child reflects what subjects will be studied and the method by which they will be taught. Key Stage 1 includes children ages 5-8, Key Stage 2 consists of children 8-11, Key Stage 3 is made up of children ages 11-14, and Key Stage 4 is composed of children 14-16. At the end of each Key Stage, students are required to take a standardized test, known as the SAT, associated with that particular stage. The achievement level Surname 3 obtained on each test is then reported to the parents and the public in two ways: the student's actual test grade and the teacher's individual assessment of each student (The Education System in England, n.d.).' (qtd in University of Michigan, n.d.) In Saudi Arabia, the educational system is structured with the same strict control by the government as it is strict in England, or maybe perhaps stricter. 'Government control... 'Government control of schoolbooks to guarantee they are consistent with Islam and devoid of anything conflicting with its principles. The Saudi government maintains control of every aspect of educational material:[15] "The government shall be concerned with the control of all books coming into the Kingdom from abroad or going out of the Kingdom to the outside world. No books shall be allowed for use unless they are consistent with Islam, the intellectual trends and educational aims of the Kingdom..."[16] The government policy also states: "All books should fulfill the aims of education and be devoid of anything conflicting with Islam."[17]Students also learn "how to face misleading rumors, destructive doctrines, and alien thoughts,"[18]The Saudi education authorities insist "the school textbooks should be in line with Islamic requirements."[19]'. (Stalinsky, 2002). Additionally, the British Council affirmed and posted 'After five years of secondary education, students take examinations in a range of subjects at the level of General Certificate of Secondary Education (GCSE). The GCSE is a single-subject examination set and marked by independent examination boards.

28 Days Final Essay Example | Topics and Well Written Essays - 1500 words

28 Days Final - Essay Example ound availability of more vegetarian options, fresh produce, as well as the growing culinary influence of lifestyles and cultures with plant-based diets, vegetarianism has become more accessible and appealing. Available data indicate that about eight million United States adults eat no poultry, fish, or meat. In addition, several million more have gotten rid of red meat but they are still consuming fish or chicken. Besides, close to two million people have become vegans; they have forgone animal flesh and animal-based products such as gelatin. Cheese, milk, and eggs (Davis 33). In today’s world, vegetarianism does not focus only on the potential nutritional deficiencies, but also entails consideration of a wide range of health, economic, and environmental benefits that relates to it. It is for this reason that I would like to be in the community of vegetarian and influence the society and my own life in positive ways. Before trying to become a vegetarian, I was fully aware that it might be a difficult endeavor. Nonetheless, I was determined to succeed in it and achieve the personal goals that I had set for myself. I adopted a number of strategies and followed a list of steps in trying to become a vegetarian. The first thing that I did was informing others about my intention to become a vegetarian. I particularly informed those close to me including my parents, siblings and friends. It is important to make those people around me aware of commitment of becoming a vegetarian. This is because they are the people who eat with me regularly and therefore they should be aware of my diet preferences and my commitment (Rice 26). While those close to me did not fully approve my attempt of becoming a vegetarian, they were supportive of my decision. I informed them of my decision to become a vegetarian was largely due to health, economical, and environmental reasons. However, I did not have any intention what soever to convert any of them towards my endeavor of becoming a

The relationship between leadership and followership

The relationship between leadership and followership Leadership is a person or group of people who have taken on the position of assisting others through motivation, good decision making, and a strong commitment to promoting change. Leaders are considered as one of the key success of management of organizations and companies. While establishing goals, an effective leader addresses clear direction, delegates their team against achievement, and leads by exemplar. Leadership and motivation styles vary from individual to individual, it is essential for managers to know and understand leadership, and particular how leadership affects countries and the workplace. However, followers are just as important, without followers there would be no leaders. Leadership has changed a great deal over time. The historical views of leadership differ dramatically from the views of modern times. In the past, leaders were seen as powerful and authoritative. Historical leaders were usually dictators, kings, prophets, or priests. They were not any average person and no one could learn to be a leader, it was an innate characteristic. Almost all historical leaders were male as well. They were rulers and used force and manipulation to get their point across and to get individuals to follow them. Historically leadership began with the trait approach. This approach is what brought about the theory that leaders were born and never made. Another name for this approach is the great man theory. Much of the research about the trait approach was conducted in the 1930s, 40s, and 50s. This theory did not look at the impact that situations may have on leadership, only traits. There were no empirical findings from the trait approach so the research ultimately ended in the 1950s (Barnett, 2003).   Ã‚  Ã‚   Modern leaders are very different from historical leaders. Over the years, a great deal of research and scientific studies were conducted. Through that research, individuals views of leadership have changed and evolved. While there is still debate, the universal view is not that leadership is inherited. People have come to think that leadership is taught and some people even believe that all individuals possess the potential to be a leader.   Ã‚  Ã‚   After the trait, theory proved an ineffective way to determine who would be an effective leader researchers began to look at the behaviors of a leader rather than the traits. Most of that research was done in the 1940s and 50s. The behavioral theory began to look at what leaders actually do instead of just looking at their inborn traits and characteristics. The behaviors of effective leaders are different from the behaviors of ineffective leaders. Two major classes of leadership behavior are relationship-oriented behavior and task-oriented behavior. This theory put into motion the thought that leaders are created and a person can learn to be a leader. This theory also put leadership development into action.     Ã‚  Ã‚   In the 1960s and 70s another leadership theory was introduced, the contingency theory. This theory put forth the idea that factors unique to each situation determine whether specific leader characteristics and behaviors will be effective. In essence, this theory states that a leadership style that works well in one place may not be effective in another. How a leader performs is contingent on their situation and placement rather than just their style.   Ã‚  Ã‚   In the 1970s and 80s even more research was being conducted and through that emerged both the theories of leader-member exchange and charismatic leadership. The leader-member exchange theory states that leaders form high-quality relationships with some of their employees but not others. The quality of those relationships can lead to many different outcomes in the workplace because people are being treated differently. Charismatic leadership theory proposes that effective leaders inspire their employees to commit themselves to goals by communicating a vision, displaying charismatic behavior, and setting a powerful personal example.   Ã‚  Ã‚   In light of the research that formed the modern views of leadership, followership came into the forefront. My first thought when I think of being a follower is negative. I think that most people automatically think negative when they hear of the word follower. In the beginning, I pictured an individual who had no sense of self-worth who goes along with what anyone says; however, is not the case. There is a clear relationship, which takes place between leaders and followers, and the dynamic, which forms the relationship, is essential to the function of both parties. Without followers, leaders would not exist. Leaders need their followers and they need the respect of their followers as well. A leader could have many followers or subordinates in the workplace but if the leader is not respected or accepted that means nothing. According to Gardner (1987) a leader can be given subordinates, but they cannot be given a following. A following must be earned. Leaders and followers must be able to collaborate and work together. It is important for leaders to assist their followers in independent thinking and judgments so that they are able to contribute to the workplace effectively. A leader sees possibilities in individuals and figures out what it takes to motivate them. Aside from the relationship that is essential between leaders and followers there are also people who are considered good followers. According to Kelley (1988), many roles are attributed to an effective follower. Followers are able to think critically and think both inside and outside the box. They are able to manage themselves when they are called upon to do so and they show incredible commitment to the job. Many organizations are cultivating effective followers by instituting training programs and leaderless environments. Overall, a follower is not just a mindless drone who does whatever they are told to do. Effective followers are not only necessary, but also essential, to the functioning of any organization. There is a clear relationship between leadership and followership and the differences between the two are relatively clear. The differences between leaders and managers are not quite as clear. Ideally, a manager can also be a leader as well. Managers are thought to be authoritative and transactional while leaders are charismatic and transformational. Some qualities that are attributed to managers that they are reactive, use routine, are tactical, and are controlling. Qualities that are attributed to leaders are that they use strategy, have a vision, are passionate, and are proactive. Managers seek stability while leaders seek change. While some attributes between the two are interchangeable, the main differences are the ways in which they handle situations. According to Pascale (1990), Managers do things right, while leaders do the right thing. As mentioned, managers are thought to be transactional. Transactional and transformational leadership are two more types of leadership styles. Transactional leaders use a system of reward and punishment. The chain of command is clear and employees are expected to do what they are told. There is also a clear structure in place as well as a system for disciplinary action. Transactional leadership is based on contingency where rewards or punishments are contingent on the performance of the employee or subordinate. Subordinates are usually responsible for their own work and they are held personally responsible for anything that may go wrong even if they did not have the proper resources to carry out the task. Transformational leadership is almost the opposite of transactional. A transformational leader creates trust within their organization and with their employees. They give a sense of energy and enthusiasm to the workplace. This type of leader is caring and not only cares about the bottom line but also about the individual and their success. They have a vision and take the time for others to see that vision as well. While maintaining focus on their primary objectives, leaders must be agreeing enough to listen to other peoples opinions, and ideas. The debate over whether leadership is inherited or learned has been going on for a long time; many people have taken a stand on this topic, and are firm in their beliefs. One view is that we are born with the characteristics to be a leader. People are not made into leaders or taught to be leaders, they just are leaders. They were born with the skills and abilities to lead. The other view is that leadership can be learned. This view believes th at with the proper tools, education, and discipline anyone can learn to be a leader. According to Resnick (2003), leaders must be able to create a vision, build alignment, and effect deployment. He claims that not all individuals are able to achieve all of those things and become leaders. He further states that there are two main reasons why an individual may not possess the qualities of a leader. The first reason comes from our DNA. We are all born with capabilities and inherent characteristics and at some point in our life; some of our skills may develop to the limit of our potential. Some people may be more intuitive then others or some individuals may be extreme extroverts. Those characteristics influence a person to become what type of leader they will be. The second reason is seen as embedded into our character. Our sense of right and wrong, of fairness and justice, and of honesty and integrity is deeply rooted and unlikely to change. Those elements are likely to come from our families, culture, religion, and schooling. There is a chance that an extreme experie nce in life could affect those elements, but overall they usually stay the same. Some individuals, however, believe that anyone can be molded into a leader. Mohr (2000) believes that some of the greatest leaders were created and molded into leaders that they eventually became. Effective and strong leaders consist of government, military, and corporate CEOs, which must be strong enough to get the job complete. Some of those leaders were Abraham Lincoln, Winston Churchill, Martin Luther King, Ronald Reagan, and Sam Walton of Wal-Mart. They are considered educated leaders and became great leaders through hard work, vision, and a laid out plan to succeed. With the proper training, anyone in the business world can become a great leader. Leadership balances strong, forcefulness with accommodation to achieve successful outcomes.   Ã‚  Ã‚   There are many issues surrounding leadership, especially in recent times. I believe that America has become bitter about leadership. Much like the dictators and authoritarians of the past, we have come to fear and not trust our leaders. Many people feel let down by our recent leaders. While we hold on to the hope that things will soon get better, the fact that we are in a very bad situation due to poor leadership is very apparent and still in the forefront.   Ã‚  Ã‚   I believe that the crisis in leadership stems from many areas. The most apparent is the businesspersons who build peoples trust in them only to rob them blind. One of the most recent cases of that is the 50 billion dollar fraud case of Bernard Madoff. Many people, mostly wealthy, put their trust in him and he ripped them off. Another case of that was the entire Enron scandal where so many people lost everything. Those individuals were viewed as powerhouse leaders. People wanted to trust them since they were at the top and promised great things. So many people were let down. The individuals did not have to be personally affected by those incidences, the fact that they happened and are still happening makes people wary of trusting anyone in an authority position, especially in business.  Ã‚  Ã‚     Ã‚  Ã‚  America is in a crisis due to poor leadership. People are losing their homes, retirement accounts are dwindling, the unemployment rate keeps getting higher, and people are living paycheck to paycheck. Those are just a few of examples of the extreme crisis we are in. Our leaders have taken a part in creating that crisis and have done nothing to remedy it. We talk about a crisis in leadership however; I see it as a crisis in lacking an effective leadership. It may sound the same but I think the two are different. Ineffective leaders did not create the entire crisis in America but they have done little to help it either. I think there is a crisis in leadership but I think our leaders are in crisis as well.   Ã‚  Ã‚  I believe there will always be a crisis in leadership, even if the government was liked and the economy was not in a recession, I think the answer would still be yes. We live in an imperfect world and there are no perfect people. There will always be someone, somewhere who has been let down by a leader, whether it be a global leader or their own leader at their place of employment. Leadership will never be perfect because we, as human beings, will never be perfect. For that reason, alone I believe there will always be some sort of crisis in leadership. I believe that leadership can be both inherited and learned. I think that many people are born to be leaders. Their personalities are mapped out in a way that they just happen to possess all of the qualities of a great leader. I do not believe, however, that all people who are born to be leaders actually realize that potential. Their environment or upbringing, just to name a few, could stifle that potential and they may become followers after all. On the other hand, I think that people can learn to be leaders, but I do not think this applies to everyone. It is not universal. I do not agree with the notion that every person can be taught to be a leader. I feel as though some people just do not fit into the leadership personality type or they are so comfortable not taking the role of leader that they cannot learn any other way.

Essay --

The way that each individual interprets, retrieves, and responds to the information in the world that surrounds you is known as perception. It is a personal way of creating opinions about others and ourselves in everyday life and being able to recognize it under various conditions. Each person’s perceptions are used as a kind of filter that every piece of information has to pass through before it determines the effect that it has or will have on the person from the stimulus. It is convincing to believe that we create multiple perceptions about different situations and objects each day. Perceptions reflect our opinions in many ways. The quality of a person’s perceptions is very important and can affect the response that is given through different situations. Perception is often deceived as reality. â€Å"Through perception, people process information inputs into responses involving feelings and action.† (Schermerhorn, et al.; p. 3). Perception can be influenced by a person’s personality, values, or experiences which, in turn, can play little role in reality. People make sense of the world that they perceive because the visual system makes practical explanations of the information that the eyes pick up. With each of our senses (sight, smell, touch, taste, and hear), information is transmitted to the brain. Psychologists find it problematic to explain the processes in which the physical energy that is received by the sense organs can form the foundation of perceptual experience. Perception is not a direct mirroring of stimulus, but a compound messy pattern dependent on the simultaneous activity of neurons. Sensory inputs are somehow converted into perceptions of laptops, music, flowers, food, and cars; into sights, sounds, smells, taste ... ...ory seems to be based on the perceivers working under the ideal circumstances, where stimulus information is plentiful and available for an appropriate length of time. Gregory’s constructivist theories have typically involved viewing under less than ideal conditions. We understand and see things not as they are, but as we are and see them to be. The world can be compared to an illusion by not always being able to see things as they are. It is the choice of the human brain whether to understand things. Naturally, each mind is different and is meant to perceive things differently. While growing up, our family, education, and experiences impact our mind and persuade each of our opinions and alter perceptions of everything we do. Our perception becomes the basis of our future. As we grow older, learn new ideas, and experience new things, our perception can be changed. â€Æ'

The Quality Gurus

The Quality Gurus The six Quality Gurus I have chosen to write about are Dr. Joseph Juran, Dr. W. Edwards Deming, Philip Crosby, Dr. Shigeo Shingo, Dr. Genichi Taguchi and Dr. Kaora Ishikawa. All of these people have made significant contributions to improving businesses, healthcare organizations, governments and countless other organizations. A guru is a good, wise person and a teacher above all else. This is coupled with these people with an approach to quality in business and life that has made a major and lasting effect on the way people of all types of businesses run their organizations. Dr. Joseph Juran Joseph Juran was born in Romania in 1904 but he moved to America when he was 8 years old. From the beginning of his career Juran worked in the quality profession. In 1951 he published his most recognised book â€Å"Juran’s Quality Control Handbook†. In 1952 he was invited to Japan to give some top level executive seminars which had a powerful and long lasting effect on Japanese businesses. Juran specialised in managing for quality. One of Juran’s main philosophies was his famous â€Å"Quality Trilogy†. This trilogy is composed of three managerial processes; planning, control and improvement. Quality planning is composed of establishing quality goals, identifying the customer, determining the customer’s needs, developing processes that are able to produce products that respond to customer’s needs, establishing process controls and transferring them to the operating forces. Quality control consists of evaluating actual quality performance, comparing this to performance goals, and trying to resolve the differences. Quality improvement encompasses establishing the infrastructure needed quality improvement, identifying the improvement projects, establishing a project team and providing the team with the resources training and motivation needed to implement the improvements. Joseph Juran came up with the ten steps to quality improvement 1)Build awareness of the need to improve 2)Set goals for that improvement 3)Create plans to reach the goals 4)Provide training 5)Conduct projects to solve problems )Report on progress 7)Give recognition for success 8)Communicate results 9)Keep score 10)Maintain momentum Juran has a practical approach to quality. His goal is to reduce the cost of quality. He identifies four costs associated with quality. These are internal costs (defects found before shipping), external costs (defects found after shipping), appraisal costs (inspection, compliance auditing and investigations) and prevention costs (stopping defects occurring in the first place). Juran believes that management should reduce these internal and external defect costs to the point where costs incurred from extra appraisal and prevention measurses would not be covered by the savings from reduced defects. Juran believes that this will reduce the cost of quality to the minimum without imposing unrealistic goals of zero defects. Dr. W. Edwards Deming W. Edwards Deming was born in America in 1900. He is best remembered for his work in Japan where he taught statistical methods to Japanese management to help them to improve the quality of their products. He is widely regarded as the person who played a major part in revolutionising Japanese quality systems. Deming worked closely with Ford in Japan and his systematic approach to quality brought such huge improvements in quality that soon Fords that were produced in Japan were in much higher demand than US built Fords, even though they were producing identical products. Deming later went on to be an industry consult throughout the word until his death at the age of 93. Deming believed that management were responsible for over 90% of quality problems and so he placed great importance on management. He came up with the 7 deadly diseases which he believed significantly contributed to a lack of quality. These â€Å"diseases† were short term planning promoting fear in the workplace, overly focusing on profits and figures, and excessive costs. To counter act these 7 diseases Deming developed the 14 points for managing which has since been studied and followed the world over. 1)To create a consistency of purpose towards improvement. 2)Learn and adopt the new philosophy. 3)Design and build in quality so as to cease dependence on inspection. 4)Minimise costs through better quality. )Continuously improve production systems through management. 6)More on the training for employees will decrease defects. 7)Show management and supervisors to be leaders. 8)Reduce levels of fear amongst employees so that everyone can contribute effectively. 9)Encourage cooperation and communication between different ares. 10)Eliminate slogans that are based solely at the workforce and targets that ask for unrealistic levels of defects and productivity. 11)Increase supervisors focus to quality rather than quantity. Foster greater employee pride in their work. 2)Get rid of barriers that don’t foster management pride in the workplace. 13)Bring in programmes for self improvement. 14)Get everybody in the organisation to work from top to bottom to accomplish the transformation. Deming developed the Deming Cycle or the PDCA(plan, do, check, act,) cycle. This is a systematic approach to problem solving with the idea being to constantly improve. The cycle is about learning what works and what doesn’t work and then repeating the cycle all over again. This also encourages improvements in small increments which gives employees time in accept it and support it. Demings approach to quality was very customer focused. Anything that does not add value for the customer is not a quality feature. Deming sees everyone involved in building the product as a supplier, a process and a customer. Perhaps his greatest contribution was to show the importance of culture and employee attitudes when trying to create a quality based organisation. Dr. Shigeo Shingo Shigeo Shingo was born in Japan in 1909. He qualified as an industrial engineer and went on to become one the leading experts on improving manufacturing processes. He is best known for his work with Toyota where he developed his just- in- time (JIT) manufacturing methods. He was the inventor of the single minute exchange of die (SMED) system which drastically reduced set up times. He is perhaps best known for inventing the Poka-Yoke system (Mistake proofing system). In poka-yoke Shingo makes the distinction between errors and defects. Poka-yoke tries to stop errors becoming defects. In poka-yoke process are stopped as soon as errors occur. The source of the error is then identified and steps are put in place so that the error does not happen again. With this mistake proofing system Shingo strives to reach zero quality control where mistakes are eliminated completely. Poka-yoke also introduces check lists as Shingo believes that it is inevitable that humans will forget things and make mistakes. Shingo’s single minute exchange of die is a process that allows quick changeover between products. This allows a huge reduction in set up times which allows for production of small batches of products with very little disruption. Shingo’s JIT production keeps companies inventory levels low by only producing what the customer wants when they want it. This greatly helped companies to reduce costs associated with inventories. In my workplace in a medical device company there are signs of Shigeo Shingo’s influence everywhere. Shingo’s poka-yoke system is used on the manufacturing line to prevent errors from reoccurring. Defects are examined at the point of the defect and the source of the defect is determined. Preventative action is then put in place if possible to prevent this same defect occurring again. Check lists are put in place at every point of work to prevent mistakes from occurring. SMED systems are also used widely in my work. Materials, machines and process are kept as similar as possible so as to reduce set up times so that we can produce big or small batches with minimal disruption. Philip Crosby Philip Crosby was born in Florida in 1926. He was the quality control manager at the Martin Company, Florida which is where he initiated his zero defects program. Crosby had an aim to change the attitude of top level management about quality. He made quality more measurable as a cost and in doing so he could show the true expense of doing things wrong. Crosby’s most famous concepts were his â€Å"zero defects† and â€Å"quality is free† concepts. These theories were backed up by Crosby’s Four Absolutes of Quality Management. 1)Quality means conformance to requirements 2)Prevention, rather than appraisal should be the system for achieving quality 3)Zero defects should be the standard of conformance 4)Quality should be measured by the cost of non conformance. These Four Absolutes of Quality Management are supported by Crosby’s 14 steps of quality improvement. These steps are there to show that management is committed to quality. There should be quality improvement teams put in place to determine where problems lie. The cost of quality should be evaluated and awareness of quality should be heightened. Corrective action should be put in place and the situation should be monitored. Encourage individual improvement and get employees more involved in quality feedback. People who actively participate in quality improvement should be recognised. These steps should be continuously enforced to show that quality is never ending. Crosby introduced the â€Å"Crosby Vaccine † as a preventative measure for poor quality for management. It is split into 5 sections which covers TQM. These sections are Integrity, Systems, Communication, Operations and Pride. In my work in the medical device industry I can see the influence of Philip Crosby. The four absolutes of quality management are enforced every day. Conformance to requirements is of the foremost importance on the production line. Steps are enforced to prevent mistakes from happening reather than dealing with them when they happen. There is a policy of zero defects which the company tries to communicate to the employees. As we as all this I can see that the company makes huge efforts to get all employees involved in making suggestions to improve quality throughout the company by introducing schemes such as the â€Å"My Ideas† scheme. Here, employees can submit ideas on how to improve quality and they can be rewarded and acknowledged for their efforts. Dr. Genichi Taguchi Genichi Taguchi was born in Japan in 1924. Taguchi used statistics to improve the quality of manufactured goods. Taguchi emphasises putting the quality back into the design of products before they are manufactured. He believes that products should be robust. Taguchi breaks down design into three phases, system design, parameter design and tolerance design. This allows designers to find the optimum settings to produce a product that can survive manufacturing every time and produce products that always conform to specification. The system design is basically the idea of the design, deciding what you want it to be able to do. The parameter design is where nominal values are defined for parameters so as to minimise variation in manufacturing. The tolerance design shows the effect that the parameters have on the products performance. Taguchi also introduced many different methods for analysing results of experiments such as â€Å"analyses of variance† and â€Å"minute analyses†. Although some of Taguchi’s statistical methods are disputed, he has been very influential in improving manufacturing quality worldwide. Dr. Kaora Ishikawa Kaoru Ishikawa was born in Japan in 1915. He is best known for the cause and effect diagram that is used in the analyses of industrial processes. Ishikawa believes that all employees have a greater role to play and without this we are limiting the potential for improvement. Ishikawa introduced â€Å"quality circles† and had a big emphasis on the †internal customer. † References: http://0-web. ebscohost. com. library. itsligo. ie – A Framework for Comparison, Ghobadian, Abby, Speller, Simon http://www. businessballs. com/dtiresources/quality_management_gurus_theories. pdf -The Original Quality Gurus, DTI. gov. uk http://www. enotes. com/management-encyclopedia/quality-gurus -Encyclopedia of Management, Mildred Golden Pryor http://www. qualitygurus. com http://www. skymark. com -W. Edwards Deming – The Father of Quality Evolution

Prehistoric Life During the Miocene Epoch

Prehistoric Life During the Miocene Epoch The Miocene epoch marks the stretch of geologic time when prehistoric life (with some notable exceptions in South America and Australia) substantially resembled the flora and fauna of recent history, due in part to the long-term cooling of the earths climate. The Miocene was the first epoch of the Neogene period (23-2.5 million years ago), followed by the much shorter Pliocene epoch (5-2.6 million years ago); both the Neogene and Miocene are themselves subdivisions of the Cenozoic Era (65 million years ago to the present). Climate and Geography As during the preceding Eocene and Oligocene epochs, the Miocene epoch witnessed a continuing cooling trend in the earths climate, as global weather and temperature conditions approached their modern patterns. All of the continents had long since separated, though the Mediterranean Sea remained dry for millions of years (effectively joining Africa and Eurasia) and South America was still completely cut off from North America. The most significant geographic event of the Miocene epoch was the slow collision of the Indian subcontinent with the underside of Eurasia, causing the gradual formation of the Himalayan mountain range. Terrestrial Life During the Miocene Epoch Mammals. There were a few notable trends in mammalian evolution during the Miocene epoch. The prehistoric horses of North America took advantage of the spread of open grasslands and began to evolve toward their modern form; transitional genera included Hypohippus, Merychippus and Hipparion (oddly enough, Miohippus, the Miocene horse, actually lived during the Oligocene epoch!) At the same time, various animal groups - including prehistoric dogs, camels, and deer - became well-established, to the point that a time traveler to the Miocene epoch, encountering a proto-canine like Tomarctus, would immediately recognize what type of mammal she was dealing with. Perhaps most significantly, from the perspective of modern humans, the Miocene epoch was the golden age of apes and hominids. These prehistoric primates mostly lived in Africa and Eurasia, and included such important transitional genera as Gigantopithecus, Dryopithecus, and Sivapithecus. Unfortunately, apes and hominids (which walked with a more upright posture) were so thick on the ground during the Miocene epoch that paleontologists have yet to sort out their exact evolutionary relationships, both to each other and to modern Homo sapiens. Birds. Some truly enormous flying birds lived during the Miocene epoch, including the South American Argentavis (which had a wingspan of 25 feet and may have weighed as much as 200 pounds); the slightly smaller (only 75 pounds!) Pelagornis, which had a worldwide distribution; and the 50-pound, sea-going Osteodontornis of North America and Eurasia. All of the other modern bird families had pretty much been established by this time, although various genera were a bit larger than you might expect (penguins being the most notable examples). Reptiles. Although snakes, turtles, and lizards continued to diversify, the Miocene epoch was most notable for its gigantic crocodiles, which were nearly as impressive as the plus-sized genera of the Cretaceous period. Among the most important examples were Purussaurus, a South American caiman, Quinkana, an Australian crocodile, and the Indian Rhamphosuchus, which may have weighed as much as two or three tons. Marine Life During the Miocene Epoch Pinnipeds (the mammalian family that includes seals and walruses) first came into prominence at the end of the Oligocene epoch, and prehistoric genera like Potamotherium and Enaliarctos went on to colonize the rivers of the Miocene. Prehistoric whales - including the gigantic, carnivorous sperm whale ancestor Leviathan and the sleek, gray cetacean Cetotherium - could be found in oceans worldwide, alongside enormous prehistoric sharks like the 50-ton Megalodon. The oceans of the Miocene epoch were also home to one of the first identified forebears of modern dolphins, Eurhinodelphis. Plant Life During the Miocene Epoch As mentioned above, grasses continued to run wild during the Miocene epoch, especially in North America, clearing the way for the evolution of fleet-footed horses and deer, as well as more stolid, cud-chewing ruminants. The appearance of new, tougher grasses toward the later Miocene may have been responsible for the sudden disappearance of many megafauna mammals, which were unable to extract sufficient nutrition from their favorite menu item.

Le Chateliers Principle in Chemistry

Le Chatelier's Principle in Chemistry Le Chatelier†²s Principle is the principle when a stress is applied to a chemical system at equilibrium, the equilibrium will shift to relieve the stress. In other words, it can be used to predict the direction of a chemical reaction in response to a change in conditions of temperature, concentration, volume, or pressure. While Le Chateliers principle can be used to predict the response to a change in equilibrium, it does not explain (at a molecular level), why the system responds as it does. Chatalier's Principle or the Equilibrium Law The principle is named for Henry Louis Le Chatelier. Le Chatelier and Karl Ferdinand Braun independently proposed the principle, which is also known as Chateliers principle or the equilibrium law. The law may be stated: When a system at equilibrium is subjected to a change in temperature, volume, concentration, or pressure, the system readjusts to partially counter the effect of the change, resulting in a new equilibrium. While chemical equations are typically written with reactants on the left, an arrow pointing from left to right, and products on the right, the reality is that a chemical reaction is at equilibrium. In other words, a reaction may proceed in both the forward and backward direction or be reversible. At equilibrium, both the forward and back reactions occur. One may proceed much more quickly than the other. In addition to chemistry, the principle also applies, in slightly different forms, to the fields of pharmacology and economics. How to Use Le Chatelier's Principle in Chemistry Concentration: An increase in the amount of reactants (their concentration) will shift the equilibrium to produce more products (product-favored). Increasing the number of products will shift the reaction to make more reactants (reactant-favored). Decreasing reactants favors reactants. Decreasing product favors products. Temperature: Temperature may be added to a system either externally or as a result of the chemical reaction. If a chemical reaction is exothermic (ΔH  is negative or heat is released), heat is considered a product of the reaction. If the reaction is endothermic (ΔH  is positive or heat is absorbed), heat is considered a reactant. So, increasing or decreasing temperature can be considered the same as increasing or decreasing the concentration of reactants or products. In the temperature is increased, the heat of the system increases, causing the equilibrium to shift to the left (reactants). If the temperature is decreased, the equilibrium shifts to the right (products). In other words, the system compensates for the reduction in temperature by favoring the reaction that generates heat. Pressure/Volume: Pressure and volume can change if one or more of the participants in a chemical reaction is a gas. Changing the partial pressure or volume of a gas acts the same as changing its concentration. If the volume of gas increases, pressure decreases (and vice versa). If the pressure or volume increase, the reaction shifts toward the side with lower pressure. If the pressure is increased or volume decreases, equilibrium shifts toward the higher pressure side of the equation. Note, however, that adding an inert gas (e.g., argon or neon) increases the overall pressure of the system, yet does not change the partial pressure of the reactants or products, so no equilibrium shift occurs.

Describe your program of study, you goal or expectations for the Assignment

Describe your program of study, you goal or expectations for the practicum - Assignment Example While some employers have large, mature mobility programs with hundreds of expatriates in dozens of countries, others have small, newer programs. Yet all want to attract the right employees and send them on the right type of assignment for the right amount of time, all while controlling costs and the amount of effort it takes to administer their programs. One of the most interesting elements about Human Resources is the fact that it allows me to understand employee motivation. I find employee motivations as a pinnacle of Human Resources. Another major point that I find intriguing in my course of study is leadership. They are keen developing on employees by performance management systems leads to a better job improvement because employees are invested in the program itself and are willing to work hard. Most employees feel that they are happy with the goals of the organization as tuition is covered, work from home is a flexibility, and goal is inevitable. However, many employees also felt that growth is limited over short-term is not feasible. Additionally, larger organizations are known to segment its work in smaller departments, which can ruin personal development. Overall, the consensus was clear that larger organizations have a difficult time keeping the employees happy according to this theory. Senior executives are keen on the management practices rather than training employees on technical training. The vision of the organization is to be the key innovation while harnessing employees. These factors can be: job security, flexibility, future for themselves, and pay scale. These factors can be measured to truly understand the quality of employees because these are the qualities that measure job importance. This is detrimental to overall growth of the company that is trying to achieve new goals, especially in sales. Employees can often lose interest with the workplace when they feel as though their hard work isn’t being recognized and there

Marketing Research Report Essay Example | Topics and Well Written Essays - 3000 words

Marketing Research Report - Essay Example Other than this, in order to analyse the problem, secondary research methods are used so as to evaluate the findings of the problems. Table of Contents Executive summary 2 Introduction and Problem Definition 4 Research Method and limitations 5 Research findings 10 Conclusion and Recommendation 12 References 13 Introduction and Problem Definition The Reliance group is recognised as one of the most reputed and largest private sector enterprise. It is established by Dhirubhai H. Ambani in the year 1932. Being headquartered in the city of Mumbai in Maharashtra, it performs its operations in the entire world. Moreover, Reliance group also enjoys dominance in varied segments such as oil and gas, petroleum, refinery, textiles, retailing, telecommunications and many others. As a result, it is regarded as one of the Fortune Global 500 companies among many others. This acted as a boon for the group thereby enhancing its profitability and brand image to a sky-soaring height. And it also amplifi ed the equity and market share of varied segments in an effective way. The corporate issue viewed in the organizations of Reliance is corporate social responsibility (CSR). It is described as one of the most important concept that reveals continuous commitment of the organizations towards the shareholders, employees, customers and stakeholders. Moreover, according to this concept the organizational members always tries to behave ethically that might enhance the economic condition and well-being of the society. Not only this, corporate social responsibility also aims to offer qualitative life and working environment to the workforces so as to improve their performance and productivity. However, in order to analyse the problem of corporate social responsibility within Reliance group, secondary research methods are used such as newspaper reports, journals and magazines. By doing so, the management of Reliance group might reduce the troubles of the employees and their families along wit h the citizens hereby amplifying their profit margin and reputation. Other than this, it might also help the organization in amplifying its productivity and sustainability in the global market among others. Thus, it might be depicted that, the prime objective of performing secondary research is to identify the corporate issue (CSR) and its solutions in an effective way. So that it might enhance the performance of the organization of Reliance in global perspectives among others. This report is divided in four phases. The first phase describes a brief overview about the corporate of Reliance along with the depiction of an ethical issue (corporate social responsibility) within the organization. The next phase includes a description of the research methods and process used to detect and analyse the impacts and consequences of the issues of CSR over the organization of Reliance along with the limitations of the selected research design method. Apart from this, the third part consists of the research findings so as to detect, whether it proved effective for the organization of Reliance or not. And finally the last part comprises of the conclusion and recommendation for further improvement of the organization in long run. Research Method and limitations According to Visser & et. al. (2010), research is the process used to evaluate and explore the underlining causes for any specific problem within an organization. By doing so, the defaults or defects of the organizati