Why Should Rich Countries Help Poor Countries

If Arab people have the right to go back in time to the life before the Arab Spring, will they use this opportunity? The Arab takes the action of the revolutions to get liberated from the repressive regimes, corruption, and so on. Human who born free should die with freedom? It is the norm to the countries that get through political transformations to have decline in their values and disciplines The Arab spring as it made quantum leap for Arab countries; it also has negative effects in the economy, political, and social life. First, The economy is something substantial for any country, so the Arab countries were complained about their economy before and tried to amend it. Unfortunately, their economy gets the worst stage after the revolutions. The stock market crashed led to draining billions of dollars according to the Organization for Economic Cooperation and Development (2012). High unemployment rate is another significant crises. Most of the companies closed, which means workers, lost their jobs. For example, Egypt recorded a high volume of unemployment in the fourth quarter of 2011 to 12. 4% . The unstable situation forced the foreign investor to leave the country that led to shrinking in the foreign investments. The lack of investments made a huge shortage in the foreign currency. Second, the people in the effected countries by what called Arab spring are living in verities of unsolved political problems. The strife between the political parties to take the power is the major issue. Each party of the conflict is trying to show his strength, so when a problem get closed to be solved by one party the other one ruined it to deform the reputation of the first one. Moreover, Security plays an essential roll in the society. No one can live in a place that can’t be trusted. The insecure country creates a better environment for the terrorism. The growing of the activities of al-Qaeda and jihadist movements in the Arab Spring countries is because the existence of appropriate ground. This proper environment for al-Qaeda initiated because of the loose of security especially after the revolution. To illustrate, al-Qaeda are expanding in Yemen, Libya, and Tunis, which are Arab spring countries that is going through lawlessness. Third, loose of the principles and values in the social life caused by the Protests. After the Arab spring Families coming apart are one of the major social issues. A lot of families got separated because of the contradictory political concepts. For instance, a famous family in Yemen, one of the effected countries, got in a big conflict. One of the uncle join to the revolution against the government while his brother were with the government side, so they have fought each other. They split the family in two sides. Strife between tribes is another significant social issue. Neural tribe is taking place in most of the Arab countries. One of the tribe’s norms is to show their respect and pleasure to others. A member of any tribe will fight for his tribe whether it is in the right side or the wrong side because these are their principles and values. This seems to a good discipline, but after what just occurred, almost all their traditions have been modified. Thus, many tribes initiated a negative treatment among each other. The social life is facing a very big issue which the conflict between the sunned and the Shia to take the control. Sectarian violence and/or sectarian strife are violence inspired by sectarianism, that is, between different sects of one particular mode of religion within a society. Religious segregation often plays a role in sectarian violence. Sauna And Shia is the perfect example of that kind of conflicts.

The Invention and Evolution of the Telephone

The Invention and Evolution of the Telephone In the 1870s, Elisha Gray and Alexander Graham Bell independently designed devices that could transmit speech electrically. Both men rushed their respective designs for these prototype telephones to the patent office within hours of each other. Bell patented his telephone first and later emerged the victor in a legal dispute with Gray. Today, Bells name is synonymous with the telephone, while Gray is largely forgotten. But the story of who invented the telephone goes beyond these two men.   Bells Biography Alexander Graham Bell was born on March 3, 1847, in Edinburgh, Scotland. He was immersed in the study of sound from the beginning. His father, uncle, and grandfather were authorities on elocution and speech therapy for the deaf. It was understood that Bell would follow in the family footsteps after finishing college. However, after Bells two other brothers died of tuberculosis, Bell and his parents decided to immigrate to Canada in 1870. After a brief period living in Ontario, the Bells moved to Boston, where they established speech-therapy practices specializing in teaching deaf children to speak. One of Alexander Graham Bells pupils was a young Helen Keller, who when they met was not only blind and deaf but also unable to speak. Although working with the deaf would remain Bells principal source of income, he continued to pursue his own studies of sound on the side. Bells unceasing scientific curiosity led to the  invention of the photophone, to significant commercial improvements in Thomas Edisons phonograph, and to development of his own flying machine just six years after the Wright Brothers launched their plane at Kitty Hawk. As President James Garfield lay dying of an assassins bullet in 1881, Bell hurriedly invented a metal detector in an unsuccessful attempt to locate the fatal slug. From Telegraph to Telephone The telegraph and telephone are both wire-based electrical systems, and Alexander Graham Bells success with the telephone came as a direct result of his attempts to improve the telegraph. When he began experimenting with electrical signals, the telegraph had been an established means of communication for some 30 years. Although a highly successful system, the telegraph was basically limited to receiving and sending one message at a time. Bells extensive knowledge of the nature of sound and his understanding of music enabled him to conjecture the possibility of transmitting multiple messages over the same wire at the same time. Although the idea of a multiple telegraph had been in existence for some time, no one had been able to fabricate one- until Bell. His harmonic telegraph was based on the principle that several notes could be sent simultaneously along the same wire if the notes or signals differed in pitch. Talk With Electricity By October 1874, Bells research had progressed to the extent that he could inform his future father-in-law, Boston attorney Gardiner Greene Hubbard, about the possibility of a multiple telegraph. Hubbard, who resented the absolute control then exerted by the Western Union Telegraph Company, instantly saw the potential for breaking such a monopoly and gave Bell the financial backing he needed. Bell proceeded with his work on the multiple telegraph, but he did not tell Hubbard that he and Thomas Watson, a young electrician whose services he had enlisted, were also developing a device that would transmit speech electrically. While Watson worked on the harmonic telegraph at the insistent urging of Hubbard and other backers, Bell secretly met in March 1875 with Joseph Henry, the respected director of the Smithsonian Institution, who listened to Bells ideas for a telephone and offered encouraging words. Spurred on by Henrys positive opinion, Bell and Watson continued their work. By June 1875 the goal of creating a device that would transmit speech electrically was about to be realized. They had proven that different tones would vary the strength of an electric current in a wire. To achieve success, they, therefore, needed only to build a working transmitter with a membrane capable of varying electronic currents and a receiver that would reproduce these variations in audible frequencies. Mr. Watson, Come Here On June 2, 1875, while experimenting with his harmonic telegraph, the men discovered that sound could be transmitted over a wire. It was a completely accidental discovery. Watson was trying to loosen a reed that had been wound around a transmitter when he plucked it by accident. The vibration produced by that gesture traveled along the wire into a second device in the other room where Bell was working. The twang Bell heard was all the inspiration that he and Watson needed to accelerate their work. They continued to work into the next year. Bell recounted the critical moment in his journal:   I then shouted into M [the mouthpiece] the following sentence: Mr. Watson, come here- I want to see you. To my delight, he came and declared that he had heard and understood what I said. The first telephone call had just been made. The Telephone Network Is Born Bell patented his device on March 7, 1876, and the device quickly began to spread. By 1877, construction of the first regular telephone line from Boston to Somerville, Massachusetts, had been completed. By the end of 1880, there were 47,900 telephones in the United States. The following year, telephone service between Boston and Providence,  Rhode Island, had been established. Service between New York and Chicago started in 1892, and between New York and Boston in 1894. Transcontinental service began in 1915.   Bell founded his Bell Telephone Company in 1877. As the industry rapidly expanded, Bell quickly bought out competitors. After a series of mergers, the American Telephone and Telegraph Co., the forerunner of todays ATT, was incorporated in 1880. Because Bell controlled the intellectual property and patents behind the telephone system, ATT had a de facto monopoly over the young industry. It would maintain its control over the U.S. telephone market until 1984, when a settlement with the U.S. Department of Justice forced ATT to end its control over state markets. Exchanges and Rotary Dialing The first regular telephone exchange was established in New Haven, Connecticut, in 1878. Early telephones were leased in pairs to subscribers. The subscriber was required to put up his own line to connect with another. In 1889, Kansas City undertaker Almon B. Strowger invented a switch that could connect one line to any of 100 lines by using relays and sliders. The Strowger switch, as it came to be known, was still in use in some telephone offices well over 100 years later. Strowger  was issued  a patent on March 11, 1891, for the first automatic telephone exchange. The first exchange using the Strowger switch was opened in La Porte, Indiana, in 1892. Initially, subscribers had a button on their telephone to produce the required number of pulses by tapping. An associate of Strowgers invented the rotary dial in 1896, replacing the button. In 1943, Philadelphia was the last major area to give up dual service (rotary and button). Pay Phones In 1889, the coin-operated telephone was patented by William Gray of Hartford, Connecticut. Grays pay phone was first installed and used in the Hartford Bank. Unlike pay phones today, users of Grays phone paid after they had finished their call. Pay phones proliferated along with the Bell System. By the time the first phone booths were installed in 1905, there were about 100,000 pay phones in the U.S. By the turn of the 21st century, there were more than 2 million pay phones in the nation. But with the advent of mobile technology, the public demand for pay phones rapidly declined, and today there are fewer than 300,000 still operating in the United States. Touch-Tone Phones Researchers at Western Electric, ATTs manufacturing subsidiary, had experimented with using tones rather than pulses to trigger telephone connections since the early 1940s. But it wasnt until 1963 that dual-tone multifrequency  signaling, which uses the same frequency as speech, was commercially viable. ATT introduced it as Touch-Tone  dialing, and it quickly became the next standard in telephone technology. By 1990, push-button phones were more common than rotary-dial models in American homes. Cordless Phones In the 1970s, the very first cordless phones were introduced. In 1986, the Federal Communications Commission granted the frequency range of 47 to 49 MHz for cordless phones. Granting a greater frequency range allowed cordless phones to have less interference and need less power to run. In 1990, the FCC granted the frequency range of 900 MHz for cordless phones. In 1994, digital cordless phones, and in 1995, digital spread spectrum (DSS), were both respectively introduced. Both developments were intended to increase the security of cordless phones and decrease unwanted eavesdropping by enabling the phone conversation to be digitally spread out. In 1998, the FCC granted the frequency range of 2.4 GHz for cordless phones; today, the upward range is 5.8 GHz. Cell Phones The earliest mobile phones were radio-controlled units designed for vehicles. They were expensive and cumbersome, and had extremely limited range. First launched by ATT in 1946, the network would slowly expand and become more sophisticated, but it never was widely adopted. By 1980, it had been replaced by the first cellular networks. Research on what would become the cellular phone network used today began in 1947 at Bell Labs, the research wing of ATT. Although the radio frequencies needed were not yet commercially available, the concept of connecting phones wirelessly through a network of cells or transmitters was a viable one. Motorola introduced the first hand-held cellular phone in 1973. Telephone Books The first telephone book was published in New Haven, Connecticut, by the New Haven District Telephone Company in February 1878. It was one page long and held 50 names; no numbers were listed, as the operator would connect you. The page was divided into four sections: residential, professional, essential services, and miscellaneous. In 1886, Reuben H. Donnelly produced the first Yellow Pages–branded directory featuring business names and phone numbers, categorized by the types of products and services provided. By the 1980s, telephone books, whether issued by the Bell System or private publishers, were in nearly every home and business. But with the advent of the Internet and of cell phones, telephone books have been rendered largely obsolete.   9-1-1 Prior to 1968, there was no dedicated phone number for reaching first responders in the event of an emergency. That changed after a congressional investigation led to calls for the establishment of such a system nationwide. The Federal Communications Commission and ATT soon announced they would launch their emergency network in Indiana, using the digits 9-1-1 (chosen for its simplicity and for being easy to remember). But a small independent phone company in rural Alabama decided to beat ATT at its own game. On Feb. 16, 1968, the first 9-1-1- call was placed in Hayleyville, Alabama, at the office of the Alabama Telephone Company. The 9-1-1 network would be introduced to other cities and town slowly; it wasnt until 1987 that at least half of all American homes had access to a 9-1-1 emergency network. Caller ID Several researchers created devices for identifying the number of incoming calls, including scientists in Brazil, Japan, and Greece, starting in the late 1960s. In the U.S., ATT first made its trademarked TouchStar caller ID service available in Orlando, Florida, in 1984. Over the next several years, the regional Bell Systems would introduce caller ID services in the Northeast and Southeast. Although the service was initially sold as a pricey added service, caller ID today is a standard function found on every cell phone and available on most any landlines. Additional Resources Want to know more about the history of the telephone? There are a number of great resources in print and online. Here are a few to  get you started: ​The History of the Telephone: This book, now in the public domain, was written in 1910. Its an enthusiastic narrative of the telephones history up to that point in time. Understanding the Telephone: A great technical primer on how analog  telephones (common in homes until the 1980s and 1990s) work.   Hello? A History of the Telephone: Slate magazine has a great slide show of phones from the past to the present. The History of Pagers: Before there were cell phones, there were pagers. The first one was patented in 1949. The History of Answering Machines: Voicemails precursor has been around almost as long as the telephone itself.

Total Quality Management In Construction

Total Quality Management In Construction Free Online Research Papers The major new element in world market competition is quality. During the 1970?s and 1980?s, the Japanese and their U.S. companies demonstrated that high quality is achievable at lower costs and greater customer satisfaction. It was the result of using the management principles of total quality management (TQM). More and more U.S. companies have demonstrated that such achievements are possible Using TQM as a new way to manage. Such companies also found that they were recognized with everyone pulling in the same direction.Improvement had become a way of live. Improving competitive position and profit has always been the responsibility of management. Before the 1980?s, U.S. management was broadly successful. Until then the dominant management model was that of the autocrat.Management, primly senior management, decided how the business was to operate, including what the policies and objectives were; how it was organized; what jobs were established; and how should they be done. It was an unquestioned axiom that if everyone did what the upper management required, the business would be successful. Organizations are composed of the people in them and the managers who lead them. People respond strongly to leadership expectations and rewards. If they are given little power in their jobs, they have little interest in improving them. If leaders exhort the members for better output but reward (promotions, bonuses, recognition) for mostly higher output, they get the behavior they reward. Quantity over quality has been a common management philosophy in the United States. The first step in implementing TQM requires the an upper-management change in both philosophy and behavior. Managers must adopt the objectives of customer satisfaction and continuous improvement. They must implement the change to achieve these objectives through their personal and continuous involvement and in the reeducation of everyone in the organization in TQM principles and practices. The past philosophy of management can work reasonably well if a company dominates world markets. When markets become complex and worldwide with more and stronger competitors, a new model is needed. Asian companies and some in the United States have demonstrated that there is a more effective way to manage, quite different from the autocratic model: It is employee involvement in quality improvement. These companies also introduce high quality at lower cost as a competitive element, thereby changing the competitive equation for everyone. TQM is a way to continuously improve performance at every level of operation, in every functional area of an organization, using all available human and capital resources. Improvement is addressed toward satisfying board goals such as cost, quality, market share, schedule, and growth. It demands commitment and discipline, and an ongoing effort. The quality management process includes the integration of all employees, suppliers, and customers, within the corporate environment. It embraces two underlying tenets: Quality management is a capability which inherent in your employees. Quality management is a controllable process, not an accidental one. The idea of an integrated, human-orientated systems approach to management was successfully used by W. Edwards Deming in the 1950?s. Deming told the Japanese that they could become world-class leaders if they followed his advice and they did. He lectured top Japanese business leaders on statistical quality control. He proposed a system that would change the approach to management in many ways. Today, this system is the pillar of TQM philosophy. These components make up the strategic portion of the quality pyramid (figure. 1). There are mainly eight functional elements from which other concepts flow. These are: 1.Organizational vision Organizational vision provides the frame work that guides a firm?s believes and values. The gist of the corporate vision should be a simple, one sentence guide or motto that every employee knows, and more important, believes. If well crafted, the vision statement can serve through a torrent of change in product and service technology. T he strategic vision needs to consider both the external customer and the employees, but should lack a defining or differentiating phrase between them. For example, General Motors provides all employees a card with its strategic vision, including a cause-effect diagram that indicates the importance of team work (figure 2). Simply stating a vision is not enough. It needs to be demonstrated by the actions of the executives, managers , superiors, foremen, and individuals. It should be done continuously in all their actions and initiatives. Moreover, deliberation must be exercised in developing these goals and strategies. They must reflect the values and culture of the work force. While top-management commitment is essential, managers should realize when to lead and when to get out of the way. In a sense quality management is management from the bottom up. An atmosphere of responsibility must be created toward the customer for whatever product is produced or service is rendered (fig.3, below). Figure 3 Strategies in Successful Vision Implementation Demonstrate commitment. Inform suppliers. Maintain a constancy of purpose. Take a long-term view. Create more leaders. Establish meaningful goals. Examine your mission. Discuss TQM with peers. Behavior and action must be consistent with goal. Build awareness. 2. Barrier Removal It is inevitable that change will be resisted. In fact, a great deal of effort in quality management is expended in overcoming such resistance, usually by allowing change to come from individuals directly involved, rather from management. The whole idea of continuous improvement leads to continuous change. Some of these barriers are: ?. We know what they really want (without asking them). ?. Quality is not a major factor in decisions-low initial cost mentality prevails. ?. Creative accounting can increase corporate performance. ?. Can?t manufacture competitively at the low end. ?. The job of senior management is strategy, not operations. ?. Success is good, failure is bad. ?. If it isn?t broke, don?t fix it. ?. The key disciplines from which to draw senior management are finance and marketing. ?. Increase in quality means increase in cost. ?. Thinking that time, quality, cost are the worst mutuality exclusive, at best we can only choose two out of three. The following are the steps to barrier removal: I. Identify barrier. As seen above some of these barriers may apply effecting progress. II. Place into categories. Related barriers and their systemic causes may now be analyzed. Categorization may be facilitated by using either cause-effect diagrams or quality function deployment. III. Establish priority. An objective process that is not influenced by management or hidden agenda must be developed. At this stage barriers are judged on their validity in accordance with the severity of the problem. IV. Problem solve. This means more than symptoms removal. Sick organizations do not recover for the long term if the symptoms are masked. It is vital to address the root of the problem. The elimination of one barrier may solve many problems for example poor communication between management and staff. Keep in mind that analyzing the problem should include estimates of resources required for it solution. V. Goals and strategies for resolution. Resolution of problems may entail goals over a period of months or years. Goals should be realistic and attainable with the given resources. Strategies ensure that goals can be accomplished. Bear in mind that numerical goals as such may not be what is required. Numerical goals may also limit the amount of growth, particularly in organizations used to working up to an average. 3.Communication Communication is the glue that binds all the techniques, practices, philosophies, and tools. Communication may be written, verbal, or nonverbal. Understanding and refining skills for each main type communication is an ongoing process for everyone. All forms of communication involve four elements: the sender, the receiver, the message, and the medium. The medium is the method of delivery, and can effect the message. It was said that the medium is the message, referring in part to the filtering effects that can happen to the message and how personality factors may influence our understanding (figure. 4). VI. Written Communication. Office memos and reports are the result of hundreds of hours (studies indicate anywhere from 21% to 70% of office workers? time is spent in manipulating written information) of work, and their final form should be worthy of spending some time to get words right. The use of white space and graphical elements such as charts and figures enhances the readability of any written piece. Given the vast amount of time spent on reading and creating memos, letters, proposals, and the like, the byword on written communication should be more is better, and the less is permanent (memos sent electronically, faxes, hand notes on the bottom of the letters, rather than typed, recorded reply) the better. VII. Verbal. Verbal communication takes place in many different settings, and the form of the communication will vary. One sort of vocabulary may be used to address shareholders and a different idiom may be used altogether when chatting with construction workers. The skills principally lacking in verbal communication are public speaking and small group interactions. Public speaking scares people to death. This fear may be overcome by training(organizing and practice), videotaping the presentation (to review latter), and practice(on small group to build confidence). Small group interactions are essential to buildup comfort and ease among the group. It will provide a sense of team work and it is vital to have small talk among the team. VIII. Nonverbal. Humans infer a great deal of information from nonverbal clues. This non verbal clues includes body language as well as things as dress for success. Psychologists believe that nonverbal clues lead to gut feels about how to interact with another person. Despite the similarities of nonverbal communication, there are cultural differences, and is probably most important to understand these, rather than reading individuals body language. It is easy to fall into the trap of overanalyzing nonverbal clues and infusing them with meaning, when, for example, someone may be hard of hearing or near/far-sighted rather than being inattentive (or too attentive). 4.Continuous Evaluation Feedback is essential to continuous improvement. How else would we know if our goals are being reached?. These feedback mechanisms may be simple oral or written reports, information systems, or complex automated statistical analyses integrated with our expert systems. The key is to receive the information in time to allow initiating corrective action. For example, in construction feedback from engineers, subcontractors and so forth can help us as managers to find new ways to reduce cost and schedule. Feedback may also help architects to find the best way to construct a building and therefore effecting the design. We also should understand and separate assessable causes from chance causes. Assessable causes have distinct reasons for there existence, while chance causes are those causes that we have no control over. 5.Continuous Improvement Unlike innovation, which require great resources, and no small amount of serendipity, continuous improvement is easier to manage and utilize everyone?s talent. Japanese companies have used this idea for some time, and call thisapproach kaizen. This idea fits hand in hand with team building approach. Kaizen and innovation are compared in figure 5 below. Figure 5. Improvement versus Innovation Continuous Improvement Innovation Effect long term and long lasting but undramatic. Shot term, but dramatic. PaceTime frame Small steps.Continuous and incremental. Big steps.Intermittent and nonincremental. Change InvolvementApproach Gradual and constant.Everybody.Collectivism, group efforts, systems approach. Abrupt and volatile.Select few champions.Rugged individualism, individual ideas and efforts. Mode Maintenance and improvement. Scrap and rebuild. Spark Conventional know-how and state of the art. Technological breakthroughs, new inventions, new theories. Practical requirements. Requires little investment but great effort to maintain it. Requires large investment but little effort to maintain it. Effort orientationEvaluation criteria People.Process and efforts for better results. Technology.Result for profit. Advantage Works well in slow-growth economy. Better suited to fast-growth economy. To reduce cost and time and increase productivity, in any industry, the focus must be projected on the process that produces the product. Improving the process in construction, for example, reduced or may eliminate costly change orders and therefore reduced complexity and time. Through inspection and analysis of the process, everyone shares a common learning experience and the accumulated knowledge and understanding of the process become the basis for improving it. Precepts of Quality Improvement ?. Quality leadership must begin with top management. ?. The most important aspect of quality is identifying the activities within the organization that effect quality. ?. Written procedure are one of the necessary communication media by which the management functions of directing and controlling are exercised. ?. One of the most critical activities in quality improvement is preparing a clear, concise description of the services to be acquired. ?. The cost, time, and effort devoted to evaluating and selecting suppliers must be commensurate with the importance of the goods and services to be procured. ?. Quality audits must determine the adequacy of, and compliance with, established policies, procedures, instructions, specifications, codes, standard and contractual requirements. Quality audits must also assess the effectiveness of their implementation. ?. The simple objective of most quality audits is to gather enough reliable data through inspectio n, observation, and inquiry to make reasonable assessment of the quality of the activity being audited. ?. the foundation of quality control is having timely and accurate information so that systems that are not capable of producing consistent quality can be identified and improved. ?. An effective quality cost program can help the management team to allocate strategic resources for improving quality and reducing costs. ?. Productivity, profit, and quality are the ultimate measure of success of the production system. 6.Customer/Vendor Relationship The hearing the voice of the customer has become a key phrase in the past few years. This would seem to be a obvious point but it?s not. After world war II, The United States was the only major country that did not have a devastated economic infrastructure. Therefore, it was able to produce items of any quality and sell them. Industries were internally driven and not customer driven. As the glob markets grow, new competitors with new technologies approached these markets providing better quality products and involving the customers. This approach worked miracles for these new industries and valuable lessons should be learned from this. Here are some strategies for improving customer and vendor relation: ?. Link organizational vision to customer satisfaction. ?. Reward suppliers. ?. Move to a single source. ?. Minimize the overall number of vendors. ?. Identify the internal and external customers. Identify end users and distributors. ?. Establish routine dialogue with customers. ?. Involve the customer in planning and development. Keep in mind that vendors must be qualified and have policies that are compatible with yours. Viewing these vendors as partners, rather than adversaries leads to the ability to implement successfully such cost-saving measures as just-in-time, whereby materials arrive as needed to the construction site. 7.Empowering The Worker Empowering the worker means enabling the worker to achieve his or her highest potential. For most American companies, this is new, and may be the most powerful and useful concept in quality management. Allowing and facilitating workers to achieve their highest potential may seem obvious or impossible, but in fact it is neither. Empowering requires turning the organizations chart upside down, recognizing that management is in a place to aid the worker in overcoming problems they encounter, not to place new roadblocks on the way. Empowering strategies may include: I. Ownership. A key strategy in empowering employees is to allow them ownership of tasking,project, or division. Ownership implies trust and requires a delegation of authority commensurate with the responsibility of the task. Ownership can also be granted to a team. Ownership also demands that the final resolution of the tasking be in the hands of the owner. II. Value all contributions. Whether or not we appreciate them, it is important to enhance self-esteem of the contributor to accept their contribution and evaluate it. III. Every one has a value. If they didn?t why would they be employed? Treat everyone with respect. All work has dignity to it. IV. Teams must own problem. Teams are a waste of time if management vetoes or substantially changes their recommendation. If management is unable to trust the recommendations that come from the team, then management fear rules, and will spiral to lower and lower productivity. V. Delegate authority to the lowest possible organizational level. Constantly ask: why should I do this? If you have hired competent people, let them do there job. No one knows about the job than the person directly involved with it. 8.Training The outcome of training is modified behavior. It may be enhanced interpersonal skills or specific manual skills, but there is a direct, identifiable modification. Training need not consist solely of traditional classroom instruction. Employees can train other employees very effectively. A company-wide curriculum should be developed that address the needs of each department. Courses should be just long enough to be effective. Anything over three or four days is unlikely to immediately be absorbed into daily work habits. Immediate reinforcement of the training is necessary to be effective. Bibliography 1. R. Stein, The Next Phase of Total Quality Management., Macel Dekker, Inc.,1994. 2. T. Cartin, Principles and Practices of TQM., ASQC Quality Press.,1993. 1. W. Schmidt and J. Finnigan, TQManager., Jossey-Bass Publishers., 1993. 1. B.Brocka and S. Brocka, Quality Management: Implementing The Best Ideas Of the Masters. Irwin, Inc.,1992. 2. H. Kerzner, Project Managment., Van Nostrand Reinhold.,1992. The Catholic University of America Total Quality Management In Construction Research Papers on Total Quality Management In ConstructionThe Project Managment Office SystemAnalysis of Ebay Expanding into AsiaDefinition of Export QuotasOpen Architechture a white paperBionic Assembly System: A New Concept of SelfMarketing of Lifeboy Soap A Unilever ProductIncorporating Risk and Uncertainty Factor in CapitalPETSTEL analysis of IndiaInfluences of Socio-Economic Status of Married MalesTwilight of the UAW

Theory of International Politics by Kenneth N.WALTZ Essay

Theory of International Politics by Kenneth N.WALTZ - Essay Example make some claim to being theoretically important; to construct a theory of international politics that remedies the defects of present theories† (p.1). On this basis, in Chapter 1, Waltz addresses pre-existing theory pertaining to the correlation between laws and international behaviour. Whilst he acknowledges that legal compliance and laws may provide a correlation to state behaviour and international politics, Waltz feels that is theory that explains them and to this end attempts to reconstruct classic realism through a somewhat scientific approach. On this basis, Waltz’s book seeks to go beyond the classic realist position of politics in terms of state characteristics and state interaction with each other and he argues that â€Å"the idea that international politics can be thought of as a system with a precisely defined structure is neorealism’s fundamental departure from traditional realism.† Therefore Waltz’s central theory of neorealism in international politics is underpinned by Waltz’s proposition that the system of international politics is inherently dependent on a system of anarchy. This system of anarchy according to Waltz effectively creates the international order of hierarchy, which is further defined by states who are unitary rational actors on the one hand and rational actors on the other. To this end, Waltz’s discussion of the Cold War, highlights his propensity towards viewing the international political order from a systemic perspective as opposed to considering the intentions of individual states and human behaviour, which is arguably the inherent weakness of the book in context of contemporary international politics. For example, in focusing on the international politics as a whole state system as opposed to individual state level factors, Waltz avoids assumptions about human nature and morality and power in international politics. Waltz’s neo-realist paradigm proposes that the central factor in international politics is

How to Assure Information Continuity and Recovery in Business Coursework

How to Assure Information Continuity and Recovery in Business Continuity Planning and Disaster Recovery - Coursework Example While numerous weaknesses may be diminished or even eradicated through technical, management, or operational resolutions as part of the state’s general risk managing effort, it is practically impossible to entirely eradicate all risks. In numerous cases, critical assets may be located outside the organization’s control – for instance telecommunications or electric power – and the organization may be incapable of ensuring their accessibility. Therefore effective disaster recovery planning, implementation, and analysis are indispensible to diminish the risk of service and system unavailability. The production environment of an organization persistently evolves. Whether that is a result of software or hardware updates, the addition or removal of systems, or changes in configuration; the variance from the recovery answer grows broader with each change, increasing the chance of the failure of the solution. The maintenance of the technology recovery solution - both plans and recovery configurations - should be kept in lock-step with the production environment. One only has to look at the quantity of preparation, documentation updates and contract upgrades that occur in support of an exercise to see there’s a significant divergence which can occur over a fairly short period of time. All these factors can negatively impact recovery results. As much effort as is put into plan development, it’s surprising how many companies do not have sufficient detail in their recovery procedures that will support the recovery of their key technologies. Even companies that test often abandon their plans and instead rely on the knowledge of their people, or use their plans but never add the detail they need. This may be worse than not testing at all, since it creates the perception the plan will support a recovery; however if the primary team isn’t available during the incident, recovery can be challenging without access

Derivative Investment Essay Example | Topics and Well Written Essays - 2750 words

Derivative Investment - Essay Example The other option available is to default the payment on the mortgage. It may be noted that both of these options are available with the borrower. In this context this paper presents a report on the features of the mortgage in general and an analytical study of the implicit options contained in them through an illustration. A mortgage bond issue is secured by a lien on the specific assets of an individual or a business corporation - usually fixed assets. The specific property securing the bonds is described in detail in the mortgage which is the legal document, giving the bondholder a lien on the property. As with other secured lending arrangements the market value of the collateral should exceed the amount of the amount lent or the amount of bond issue by a reasonable margin of safety. If the corporation or the individual defaults in any of the provisions of the bond indenture the lender or the trustee on behalf of the bondholders, has the power to foreclose. In a foreclosure the lender or the trustee takes over the property and sells it using the proceeds to pay the amount of debt due to the lender. If the proceeds are less than the amount of bond issue or the loan amount outstanding the bondholders or the creditor become an unsecured creditor for the balance amount. A company may have more than one bond issue secured by the same property. If a bond issue is secured by a second mortgage and the first mortgagee forecloses the first mortgage bond-holders must be paid the full amount owed them before there can be any distribution to the second mortgage bondholders (James C. Van Horne) 3.0 Kinds of Mortgages There are basically two kinds of mortgage loans; fixed rate mortgages and adjustable rate mortgages. 3.1 Fixed Rate Mortgages Fixed rate mortgages represent a very stable and popular type of mortgage. In a fixed rate mortgage the rate of interest is fixed for the life of the loan. The repayments are equal and occur at regular intervals. Normally the repayment is fixed on a monthly basis. The monthly payments constitute the payment of interest on the remaining balance and the repayment of a part of the principal amount. The mortgage term extends normally from 15 to 30 years. The fixed mortgage can be prepaid at any point of time at the discretion of the borrower. The risk on the interest rates and the prepayment risks are taken into the account of the lender. Fixed rate mortgages carry several definite advantages. The chief advantage is that in fixed rate mortgage the interest and the repayment are protected from inflation. Irrespective of the increases in the interest rates caused by any inflation the principal and interest remain same in the fixed rate mortgage. It also helps in the financial planning of t he individuals. The fixed rate mortgages are generally considered as low risk loans as the interest rate is not affected by the changes due to inflation. 3.2 Adjustable Rate Mortgages (ARM) According to the Federal Reserve Board the adjustable rate mortgages are loans that possess the interest rate that changes periodically or according to the loan covenants. There may be instances where the ARMs may start with lower monthly payments than fixed rate mortgages but may increase over a period of time depending upon the terms of the mortgage. For the same amount of loan the ARM

Which Sources of Knowledge Essay Example for Free

Which Sources of Knowledge Essay Which Sources of Knowledge books, web sites, the media, personal experience, authorities or some other- do you consider most trustworthy, and why? Who Can You Trust? In a world filled with more accessible information than ever before, it is much more difficult to evaluate what is truth and what is not. Which sources can you trust? From books to personal experience, one must look carefully at each and determine its level of reliability. Some of the most trusted sources of knowledge are books. Almost everything we learn in school is from a book. We spend close to $300 every year to buy these teaching tools. Yet, have we ever stopped to think about the credibility of these sources? Many of us read books and automatically assume that the information is true. Our knowledge obtained from books is purely authoritative knowledge (with some exceptions). Therefore, we cannot fully trust the information in a book unless the authorities are credible. How can we establish this credibility? A books credibility relies on its authors credentials, sources, publisher, and copyright date. The author should be qualified in his or her field. One flaw in the book Mere Christianity is the fact that C. S. Lewis is not a qualified theologian, so a reader cannot accept all of his ideas so readily. A reader should always take into account the bibliography to ensure that the author is using factual sources. The book should be published by a well-known company, so that the reader knows the information has been rigorously tested and evaluated. In any book, one should always consider the copyright date. For literature, this will help the reader understand the historical context of the language, ideas, and arguments presented in the story. For science books, the copyright date must be new, because scientific knowledge changes almost every day. More importantly than any of these, it is up to the reader to read critically, being aware of any biases. For example, history books cannot always be trusted because history is often seen through a narrow scope. The American Revolution is so embraced by Americans because the Patriots fought against British oppression and taxes. However, the British taxes were not oppressive at all; they were actually negligible compared to the taxes we pay today. History books bring with them another area of knowledge with its own problems. It is impossible to completely record the events of history with perfect accuracy. Everything written should be read with a critical eye. While much information is obtained through books, surely the largest source of information is the Internet. Can web sites be trusted? Once again, we are faced with the problems of authoritative knowledge with Internet web sites. They are created by someone whom you most likely do not know, so how can you be sure that the information given is truth? Web sites should be treated in the same manner as books, but more web sites should be less trusted than books for several reasons. Almost anybody can create a website, but not everybody can publish a book. A web site does not undergo the same rigorous editing tests that books do. A class of 16 year olds created websites for a school project, but not all of those websites contain truth. When obtaining information from the Internet, it would be even more important to compare the information given from many different web sites. If the same information is found repeatedly and consistently in many different web sites, it is most likely a sure fact. Again, a critical eye must be used, making sure the web site creator bases his or her arguments on logical reasoning and accepted facts, and not careless emotions. Books and web sites are generally trusted sources of knowledge, but the media is a highly criticized medium, for good reason.