Winds Essays - Wind, Atmospheric Dynamics, Trade Winds,

Winds Michael Zakrzewski March 31, 1999 Mr. Oshogobor G001 Earth Science Report: Winds There are two general types of winds, local winds and global winds. Local winds blow from any direction and usually cover short distances. Global winds blow from a specific direction and almost always cover longer distances than local winds. Both local winds and global winds are caused by differences in air pressure due to unequal heating of the atmosphere. During the day, the air over a land area is often warmer than the air over a nearby lake or sea. The air is warmer because the land heats up faster than the water. As the warm air over the land rises, the cooler air over the sea moves inland to tale its place. This flow of air from the sea to the land is called a sea breeze. During the night, the land cools off faster than the water. The air over the sea is now warmer than the air over the land. This warm air over the sea rises. The cooler air over the land moves to replace the rising warm air over the sea. A flow of air from the land to the sea is called a land breeze. A land breeze is also called an off-shore breeze. The name of a wind tells you from which direction the wind is blowing. A land breeze blows from the land to the sea. A sea breeze blows from the sea to the land. Most local winds that we are familiar with are named according to the direction from which they are blowing. A major land and sea breeze is called a monsoon. A monsoon is a seasonal wind. During part of the year, a monsoon blows from the land to the ocean. During the rest of the year, it blows from ocean to the land. When a monsoon blows from the ocean to the land, it brings in warm, moist air. This results in a rainy season with warm temperatures and huge amounts of rain. The rainy season is important to many because it provides the water needed for farming. Monsoon winds are very common in Asia. Unequal heating of the Earth's surface also forms large global wind systems. In areas near the equator the sun is almost directly overhead for most of the year. The direct rays of the sun heat the Earth's surface. The polar regions receive slanting rays from the sun. The slanting rays do not heat the Earth's surface as rapidly as the direct rays do. So temperatures near the poles are lower than those near the equator. At the equator, the warm air rises and moves toward the poles. At the poles, the cooler air sinks and moves toward the equator. This movement produces a global pattern of air circulation. Global winds do not move directly from north to south or from south to north. Because the Earth rotates, or spins on its axis, from west to east, the paths of the winds shift in relation to the Earth's surface. All winds in the Northern Hemisphere curve to the right as thy move. In the Southern Hemisphere, winds curve to the left. This shift in wind direction is called Coriolis effect. The Coriolis effect is the apparent shift in the path of any fluid or object moving above the surface of the Earth due to the rotation of the Earth. At any particular time or place local conditions may influence and change the wind pattern. At the Equator surface winds are quite calm. These winds are called the doldrums. A belt of air around the equator receives much of the sun's radiant energy. The warm rising air produces a low pressure area that extends many kilometers north and south of the Equator. Cooler high pressure air would normaly flow into such an area creating winds. But the cooler air is warmed so rapidly near the Equator that the winds which form cannot move into the low pressure area. As a result any winds that do not form are weak. About 30 degrees north and south of the equator the warm air rising from the equator cools and begins to sink. Here, the sky is usually clear. There are few

Side jobs. Bringing in cash

Side jobs. Bringing in cash High-paying side jobs You may witness people who have an insatiable desire to accomplish more every day. They are goal-oriented and ambitious, and they need an additional occupation to develop professionally and become a person they always wanted to be. Perhaps, what we said above may be attributed to you as well. In this case, this is what we have to offer in terms of job proposals. One day, you may find yourself in a tight position of a student or an office employee, who is on a limited budget or an adult, trying to pay the bills. Whenever you feel extra money will make you happier, we suggest applying for a side-job that is going to bring extra cash and professional satisfaction. Some of the most attractive options are listed below: Fitness instructor. In case you want to obtain a side hobby and earn money at the same time, becoming a fitness instructor will certainly blend in your daily routine. There are individual instructors, who are paid to train with a particular person, and there are those who are doing group classes. If you prefer to be surrounded by people, the last option will suit you well. Normally, you will be required to get a certificate for this type of job, and six months of prior trainings are compulsory to see if you fit in a specific company of instructors, depending on your ability to communicate and establish connections with people. Commonly, group classes are fun and need you to stay determined and organized, as you may have people of different ages coming to get their fair share of personal training. Your main task would be to monitor the work out process and check on the client’s progress the whole time. Archivist. Unlike the first job, this one is for people, who can spend hours, gathering information. For those, who love catalogues and works of art, being employed as an archivist is the best chance to show themselves in the professional sphere. Sometimes, your local museum would require specialists to check on the backlogs and organize papers in alphabetical order. Apparently, you will need a degree in archive management or any other discipline, closely related to the said sphere. Marketing manager. Marketing managers create plans for companies and reach out to inform clients of these plans. They can also attend the sponsorship events to see if the product has established itself among the audience, and have the responsibility of analyzing current situations in business. You will need a certain amount of qualification for this job, and you should know it will be a temporary occupation in case you don’t have experience or happen to be currently enrolled in the university. Writer. You can work as a writer with a part-time schedule, if you feel creativity is something you can’t live without. This type of profession is perfect for those, who want to study and gain experience at the same time. Besides, they pay you well if you manage to meet the deadline and provide clients with authentic, 100% original content. Working as a writer pays off in case you want to devote your life to that sphere, too, as it develops your verbal talents as well as written communication practice, which is important if you are employed by an educational institution or an essay service company. City-guide blogger. Companies and corporations love bloggers, who write articles on their local city attractions. You can be focused on anything that draws your attention and sounds entertaining, like recreation, cultural events and architecture. The key to this side-job is being able to provide sufficient information on the sightseeing tours in your area and making sure your readers enjoy the views as they collect ideas from your blog. Some real estate companies are also interested in this kind of advertising, as they work with sales and management department and need promotion for business. The vacancy is ideal for the lovers of travel and tourism – you just have to be unique and find a personal shtick that will later become your trademark. Business consultant. Business consulting represents a broad sphere of professional knowledge, but generally, you will have to talk to the business owners and provide them with valuable advice on how to improve their performance. Business consultants can make a lot of money by facilitating several companies in finding their perfect strategy and are often present at meetings, whenever administrative help is required. You have to be a good organizer with a rhetorical talent and an excellent conversationalist to maintain a level that is required for a specific business field. You also need to possess a degree in business administration and be able to handle conflict situations at work. Stress management is important for the side jobs such as this, as you never know who you are going to cooperate with.H

Crime Prevention - Video and Data Surveillance Essay

Crime Prevention - Video and Data Surveillance - Essay Example We live in a modern society filled with all sorts of crime, from muggings in darkened allies to cyber-crimes in the faceless forum of the internet. The world today can be a dangerous place. The implementation of Crime Prevention approaches have been, and continue to be, a large part of the solution to these problems. Crime Prevention is defined as the attempts made to deter crime, lower victimization, significantly enhance the gathering of data on criminal acts, and provide potential prevention response and preparedness (Rosenbaum, Lurigio & Davis, 1998). Video surveillance, or CCTV, has become a favored choice in the goal of preventing criminal activity in both businesses and private properties, and now by government and law enforcement to monitor potential criminal activities of the day to day populace. There are many people who are eager for that level of â€Å"persistent â€Å"security,† while others believe it is a blatant betrayal of individual privacy and civil rights. However, after reviewing the studies attempted, public response, and potential negative side effects, it becomes amply obvious that the video surveillance approach is misleading and not particularly effective in actually preventing crimes. Issues The Studies It can be difficult to study comparable efficiencies of video surveillance because of all the differing factors involved, the size of cities, population, and number of cameras is only a small part. The studies performed in the U.S. and Britain came to the same conclusion concerning video surveillance. Britain has embraced the video surveillance age and has for quite some time. There are approximately 4.2 million CCTV cameras in Britain; it is possible for one person to appear on a hundred different cameras in any given day. The U.S. by comparison has far less cameras (Landler, 2007). The U.S. studies were performed in California: the first by UC Berkeley in San Francisco and the second - by USC in Los Angeles. Regardless of the number of cameras, whether in the U.S. or Britain, there were no significant changes identified in crime rates over all. The Cost Despite the questionable success ratio, multiple other U.S. cities are encouraging the implementation video surveillance systems; Chicago and New York are just two. This is a very serious concern. Millions of taxpayer dollars are currently being invested in video surveillance, but entirely neglecting to look seriously at the efficiency, practicality, logistics, and cost effectiveness of the endeavors (Biale, n. d.). Combining the cost of the technology, the related equipment, the law enforcement cooperation necessary, and the staff needed to monitor and maintain the equipment, it becomes very obvious that video surveillance may be a complete waste of money, particularly, in these bleak economic times that the U.S. is still suffering. Even more so, after the ACLU, American Civil Liberties Union, published the results of studies showing that when a person stares at multiple monitors, after 20 minutes their attention span dramatically reduces, well below the acceptable levels ("What's wrong with," 2002). So the people who are supposed to be watching for â€Å"crimes† are compromised and not particularly efficient. Public Opinions Citizens of the U.S. seem care less about the ability of video surveillance to deter crime and more about whether it is a genuine invasion of individual privacy. The idea does bring up questions concerning if it is â€Å"just† for American citizens to be watched all of the time? Also, if people know they are being watched, will they behave differently? For many people it could create anxiety, paranoia, and forced unnatural behaviors to avoid â€Å"looking suspicious,† even when they are doing nothing illegal or inappropriate. It could also alter people’s daily routines, where they go and how often. The ACLU also warns that potential dangers of regular video surveillance

CASE STUDY on Hurricane KAtrina and its psychological, physical and

On Hurricane KAtrina and its psychological, physical and socialogical effects - Case Study Example Accordingly, within these three main categories that it previously been discussed, the sociological impacts will be mainly concentric upon the issues of displacement and health concerns that were evidenced during and after the hurricane itself. With regards to the physical impacts that the hurricane had, this level of analysis will be concentric mainly upon the destruction to the natural environment, the impacts of agriculture business that were affected, and the impact of pollution. Finally, with respect to psychological impacts that Hurricane Katrina had, this will be mainly concentric upon the interpretations of worth and race that came to be denoted as a result of the failed FEMA response and overall lackadaisical government engagement with the issue (Letten, 2013). Firstly, with regards to the issue of displacement, it must be noted that up Hurricane Katrina was somewhat unique with regards to the way in which displacement took place. For instance, almost each and every year, te ns of thousands of individuals flee mainland Florida as approaching hurricanes threaten the property and lives of stakeholders within a given region. However, this mass exodus from Florida is somewhat different than what took place within Louisiana and the surrounding regions. Ultimately, Florida is a region that has been populated primarily by wealthy individuals who are either retiring or occupying a secondary property within this region; denoting the fact that extent economic resources exist for these individuals. However, due to the unique nature of the way in which Louisiana and the surrounding regions exhibit economic hardship and disparity as compared to other regions throughout the United States, the availability of transit and the wherewithal to escape from the oncoming hurricane was drastically reduced; as compared to a more wealthy region of the United States. However, this fact notwithstanding, the government commandeered bus service and began running mass transit lines out of Louisiana and almost each and every direction; away from the path of danger. Although at face value, this particular approach seemed to have a relevance and in point in mind, the fact of the matter is that this effectively created a situation through which mass displacement came to be effected to the residents and the society within and around New Orleans. Ultimately, even though many thousands of these individuals were taken from the path of harm and placed elsewhere throughout the region, the ability of these individuals to return and the resources that they had to exist once they had been removed from their homes was not an issue that the government had thoroughly engaged or considered; blending to a sociological disaster that saw many individuals who were previously not homeless displaced throughout the United States and given few if any opportunities to set their lives back on track. Secondary sociological impact that was affected during and after Hurricane Katrina is wi th regards to t

Beers Critical Path Method

Beers Critical Path Method Beers Critical Path Method Introduction Background: This essay analyzes the transformation of a business-unit (Alpha) of a large public sector undertaking (PSU) company Beta. Alpha was set up with an intention of manufacturing x product for y market. Until December 2003, the primary mission of Alpha of about 900 people was the development, support and maintenance of product x, which was developed and implemented using sequential development method (App-2). The clumsy nature of the employed process and bureaucratic structure of the company was resulting into consistent delays into deliveries of low quality and over budgeted products. The unit had not been able to produce cost-competitive product with high-quality. It had been running without making profit for last three consecutive years. In 2004, newly elected governments inclination towards disinvestment of underperforming PSUs forced Beta to mull over the rationalization of its underperforming business-unit. Consistent pressure from the competitive market and senior managers from head-quarter (HQ) inevitably forced head of Alpha to revisit the units structure and processes. It was decided to come up with design and development of product with superior quality and cost competitiveness within a limited budget and time (i.e. Eighteen months). Revisit to the existing process and structure highlighted the major problems, which were due to lack of coordination and participation among functions in addition to sequential product-development methodology. Consequently, management decided to change the existing structure, and adopt concurrent engineering methodology (App-3) to produce x moving forward. Change Analysis Nature and type of change: Nature of change at Alpha can be analyzed by applying TROPICS test (Paton McCalman, 2008). Based on analysis, this change can be located at the Flexi/Grey area of change spectrum. Although time scales, control and sources factors are identified hard, but as a whole, change is inclined more towards soft end of the spectrum. Problem at Alpha can be considered messy as it involves soft complexities due to the introduction of a new working model and process method (Open university, 1985, cited in Senior Fleming, 2006). TROPICS Test (Modeled on source: Paton McCalman, 2008) Dimensions of the change CCP (Content, Context and Process) model (Pettigrew Whipp, 1991), widely used in organizational change analysis, can be applied in this case to understand the changes at Alpha. Although this model was originally developed to analyze private sector organization but later on, its application was extended to other fields and sectors (Pettigrew et al., 1992). Overall framework focuses on what (content), why (context) and how (process) dimensions of the organization change. CCP Framework (Modeled on source: Pettigrew Whipp, 1991) Context (Why): Traditionally, PSUs are considered to have bureaucratic culture (bureaucratic organization-structure and process culture) (Deal Kennedy, 2002). Such culture is generally hierarchy-driven, procedural, regulated, ordered, cautious, and power orientated (Wallach, 1983). The purpose of bureaucracy is to restrict individuals capacity exerting control over decision-making processes and activities (McHugh Bennett, 1999). According to Hofstede (2003), bureaucratic structure is based on rigid rules and processes, and competencies tied to the positions; where employees are accustomed to systemic but precise way of working, which operates on ‘one person, one job basis and require high degree of job specialization. Therefore, business knowledge and skills are owned by individuals; this makes knowledge sharing very problematic. De Long Fahey (2000) argue that the organization culture plays vital role in determining the people and specific business knowledge relationship. Alpha had been facing similar issues; due to the bureaucratic culture, decision-making was traditionally made at the top without much coordination with and participation of functions. Sequential-development approach used is linear in nature, which does not provide tangible results and product visibility until the product development lifecycle end (Martin, 1991; McConnell, 1996). Lack of individuals participation and knowledge sharing, conflict of authorities in conjunction with slow decision-making speed and cumbersome sequential nature of the product development used to induce significant delays in product delivery and implementation, causing low product-quality and high cost-per-product. Fig- can be used to show cause of realized changes using multiple-cause diagram. Multiple-Cause diagram (Modeled on source: Paton McCalman, 2008) Primary drivers for change can be identified by using a classical change management tool, Force-field analysis (Lewin, 1947). Main purpose for using this tool is to understand context (driving forces) and content (objective, goal, and restraining forces) and determine the process (ways to enhance positive factors and lessen negative factors) (Giardino et al., 1994). This tool confirms the nature and type of change at Alpha confirms, analyzed by TRPOICS test. The primary restraining forces indicate that most of the barriers to change involved soft aspects, such as senior management, existing culture and employee related barriers. Field force analysis (Modeled on source: Lewin, 1947) Content (What): Existing situation at Alpha was not conducive for proposed concurrent development approach either. This approach follows iterative process, which calls for authoritative and speedy decision-making activities along with team culture (Cockburn, 2002). However, bureaucracy structure hinders speed (Martin, 1991) and is not suitable for highly dynamic and complex business processes (Carnall, 2003). Crozier (1964, cited in Hughes, 2003) feels that static working patterns and fixed procedures are not beneficial in a dynamic and volatile business environment. Hence Alpha not only required change in product-development process but also to organization structure. Process (How): Changes at unit were managed and implemented using Beer et al.s (1990) critical path to corporate renewal. This six-step planned-change model needs to be executed in sequence to achieve a successful change. The critical path process in the present case was led by unit head with a middle management team. 1. Mobilize commitment to change through joint diagnosis of business problem: Prior to any effective change effort, it is important to have business problem clearly defined . Management should help people in developing a shared diagnosis of the problem (Beer et al., 1990) and realizing the need for change in existing status quo (Richardson Varkoi, 2003). Kotter (1996) describes the need for a powerful guiding coalition with involvement of key members of the organization. The number of such key members can be small to start with, and can gradually be increased as project gains momentum (Borjesson Mathiassen, 2003). At Alpha, initial step taken by the unit head to review the business broadly. Sticking to Lippits ‘golden rule (1959), an external consultant with his assistant was brought in to lead the change, and to develop the guidelines for the change management. External consultant was allowed to form a coalition-team with a senior researcher, five managers from various functions and six key expert employees from units production-department. Team together investigated existing and past product performances, results and artifacts. In order to analyze problems effectively, they also visited and observed many successful manufacturing companies. Through the analysis of their observations, customer satisfaction surveys and previous performance data, team formed a common understanding of the problem. Team recognized the flaw in the existing product methodology and lack of shared knowledge among employees due to which there were consistent and significant delays in product-delivery with poor p roduct-quality. They came up with two page fact sheet to support their analysis. At this point, team began to realize the need for an alternative organization model and development methodology. 2. Develop a shared vision of how to organize and manage for competitiveness: Once a problem is analyzed, coalition should align employees core tasks with vision of the organization, and lead them towards a task-aligned vision with redefining employees roles and responsibilities (Beer et. al, 1990). Objective of such new arrangements is to have better information-flow coordination pattern across all cross-functional departments. Moreover, these arrangements do not encounter much resistance as they do not cause any formal changes in systems and structure such as compensation or titles (Beer et. al, 1990). However, communications is essential to achieve such arrangement (Jones et al., 2004). Developing vision and strategy is generally a messy and time consuming process that results into guidance for future, which is feasible, desirable, flexible, and focused (Kotter, 1996). In order to develop vision, team executed future workshop to focus on democratic and creative idea generation from the participants. Future Workshops, a user-driven and participatory design technique, is used to help participants play an important role in designing vision for future, by actualizing a common problematic-situation (Greenbaum Kyng, 1991). This workshop is normally conducted in three phases: critique, visionary and realization phase (Jungk Mullert, 1986). The participants, at Alpha, consisted of management team and carefully chosen key employees. In critique phase, participants formulated their critical views regarding existing shared values and working procedures. At the end of this phase, participants were asked to prioritize the most important issues considered the barriers for the u nits development. In visionary phase, participants formulated the visions for units future direction, which brought in new suggestions and ideas for business activities improvement. In realization phase, participants identified actions to realize the visions most effectively as a response to critical issues. Relevant inputs gathered from participants of this process can be utilized while preparing overall change implementation plan (Jones et al., 2004). Based on cost-benefit analysis, future workshop and two-page factsheets, team carried out a SWOT analysis and developed a new organization model (refer fig-), along with a new methodology, concurrent development method, for product development and implementation. Intention of new model was to eliminate hierarchal and functional barriers to information sharing; whereas to adopt new product development approach to avoid delays and improve quality along with cost-competiveness of the product. Such organization-level changes do need an adequate support from senior management (Small Downey, 2001). therefore proposal of these changes was proposed to senior management team at HQ. While they were delighted to notice units pro-active and positive steps, they were not convinced with the new approach to resolve the critical issue as existing approach was working very well for rest of the organization. Eventually after few rounds of discussions, they got ready to lend their support and approved the proposal, despite their reservations. New organization model (Cross-functional Teams with their respective responsibility area) 3. Foster consensus for the new vision, competence to enact it, and cohesion to move it along. Beer et al. (1990) feels that just simply helping employees develop a new vision is insufficient to make change successful. Employees need to understand the positive impact of new structure and approach to be committed to that vision. Therefore, it is vital to share and communicate the vision to employees in overcoming resistance to change and developing required competencies to make new organization work. Change process can be successful only when there are clear, concise and realistic change-plan and implementation-plan in place; otherwise process runs at risk of adding further resistance to change (Mathiassen et al., 2005). In order to communicate the vision to all employees, a conference with presentation and discussion was held. Senior management team from HQ along with all the employees, were in attendance. The change-plan with new structure and methodology, and implementation-plan with goals, objective, risks and mitigation plans, training plans, and milestone and measurement plans were also presented. Presence of senior management in the conference boosted the morale and confidence of units management team. Subsequently, internal meetings took place and goals, strategy and vision were circulated. Once new roles and responsibilities are defined, people need to foster the skills to make the new arrangement work. In fact, changes in the relationships due to these new roles, responsibilities will push people towards learning, and foster new attitudes and skills. Changed coordination pattern also increases sharing of information, employee collaboration and participation; this, in turn, reduces resistance level which arises as a result of incorrect information and rumours (Kotter Schlesinger, 1979). Team took the help of human resource team, not only to make sure employees were clear about the changes, and their roles and responsibilities but also to understand the required skills and trainings for the employees. Required trainings were imparted to employees to develop their skills. Beer et al. (1990) advocate replacing those managers who despite all the support and guidance do not want to or cannot change in order to function in new setup. Having said that such decisions can sometimes backfire as not only there is a threat of losing valuable skills and knowledge but also it can make other employees demoralized, that can hamper the change progress. Introduction of new model and development approach caused restructuring resulting into redundancy of staff in small number. Uncertainty created by the situation also made few employees depart during the transition process. Few managers and employees were replaced and few were given promotion. Few key employees including managers, who were very much accustomed to past bureaucratic culture could not find the new working model and culture suitable for them and subsequently, left the organization. 4. Spread revitalization to all departments without pushing it from the top. With a new structure is in place for the unit, departments and functions do have to rethink about their authorities and roles in the organization. Effective interaction between them and new organization structure enables members of team to become effective by letting employees participate actively in team decisions (Beer et al., 1990). At Alpha, where managers of production department looked the most spirited and passionate about the changes, managers of engineering department were more hesitating. They had always been a dominant force at Alpha and these changes were perceived as threat to their authority. In the past, they always shown less concern whether production department could manufacture products based on their design specification. However, with new organization structure and method in place, engineering department had to collaborate with product department in product development activities. This actually forced them to re-visit their approaches to manage and organize their own department, and rethink over their roles. Often when speedy change is required, leaders tend to force the issue throughout the organization; this generally short-circuits change-process. The best way is to let each functions and departments find their own way to the new organization (Beer et al., 1990). In case of Alpha, departments were encouraged to apply general concept of teamwork and coordination to their own situation. For nearly a year, engineering department had to suffer agony in implementing theses concept and accepting the new structure. Decision of their move to new structure was natural; since it was their own choice, team members showed commitment to learn the required attitude and skills. 5. Institutionalize revitalization through formal policies, systems, and structures. In any change process, sequence of activities should be carefully considered as activities suited at one particular time tend to backfire, if initiated little too soon. This is especially applicable to activities related to changes in systems and structure. Leaders should institutionalize changes only when right employees are in place and new arrangements are up and running. Beer et al. (1990) argues that none of formal structure and systems is perfect but employee commit to them, as they work in structure and learn about required interdependencies. If the implemented change becomes part of the culture of organization then it is considered successful (Senior Fleming, 2006). The units revitalization was successful as it enabled employees to change their views about their roles and responsibilities. They actually became convinced that change would bring a difference. This eventually resulted into a striking improvements in value added per employee, gross inventory per employee, scrap reduction, quality, and profits. To their credit, business unit was able to achieve all these without further control system, compensation or restructuring. However, eventually when opportunity came, there were few change were made in the formal organization. For example, vice president of operation was asked to leave organization and that position was eliminated altogether. 6. Monitor and adjust strategies in response to problems in the revitalization process. In order to sustain the benefits of changes and being able to adapt to dynamic competitive environment, an organization should know the effective use of continuous shared monitoring of the change process (Mathiassen et al., 2005). Keeping such measurement criteria provides multiple advantages, such as i) it keeps people, with direct involvement in the change-process, motivated; ii) it gives management a sense of direction in which change-project is moving iii) it also depicts a relationship between achieved result and invested effort. Even after successful change implementation, it is essential to re-examine the original plan regularly and revise it with respect to current circumstances and situations (Senior Fleming, 2006). Stating clear objectives and process measurements criteria explicitly in the implementation plan was very helpful. Measurements were gathered at the end of pilot-study and appropriate process benchmarking was set, after comparison with previous internal and cro ss-industry data. In order to monitor revitalization, several mechanisms were put in place. Internal surveys and feedbacks were introduced to monitor attitude and behaviour patterns. A monitoring team was formed to keep regular watch over the processes and plan for new challenges. This team consisted of managers and key members of respective functional teams and human resource and finance teams. Outcomes and lessons Outcomes: Use of critical path model in present case proved to be an effective way to evoke organization renewal without actually enforcing it. Beer et al.s (1990) believe that employees resistance to changes can be managed effectively through task-alignment approach. This turned out to be a key success factor in case of Alpha. Once core task aligned with organizations vision, employees discovered that new structure and product-development method are more effective. They started willing to accept changes, which otherwise they may have resisted. Adoption of concurrent development method along with change in existing structure, improved not only speed of decision-making but also employee-participation and knowledge-sharing among functions and departments. This enabled company to reduce product-manufacturing and delivery time significantly; this, consequently, improved product-quality and cost-competitiveness and therefore, the profit. The problems associated with the new development method and s tructure is now believed to have eased with increase in employees familiarization of new structure, and development approach. Despite all that, change-project at unit cannot be entirely considered successful. Beer assumes the approach of the changes through critical path model to be always top-bottom. However, the change-project in Alpha was initiated by unit head and carried out by his middle-management team with the help of an external consultant. One of the necessary steps was to gain approval and support from senior management teams of HQ, who was not roped in right from the word go. Negotiations with them caused notable delay in the implementation of the planned changes. The combined effect of not having senior management from HQ directly involved in the coalition, and resignations of senior researcher along with few key members of coalition while restructuring impacted the speed of the changes and its desired results. Although, change-project is claimed to be successful by the management team; but absence significant key performance indicators at the beginning for measuring the success, raise question mark over their claim. In fact, this change-project would be considered a failure if measured against traditional performance indicators, such as cost (in budget) and time (on time). Present study raises a few reservations over the critical path model itself. Basic flaws with this model are the lack of provision for pilot-project, and feedback-loop (iteration) at each stage. Pilot-project is considered to be very handy while implementing new process, which enables people to view new aspects of the process. This approach also gives an idea to people how process will work in actual and assists convincing others, particularly management, about the benefits of new process (Borjesson Mathiassen, 2003). At Alpha, pilot-project approach was employed effectively and it was successful, which convinced senior manager at HQ that the change-project was moving in right direction. Measurements gathered during pilot-project were also helpful in maintaining concentration and sustaining improvements. However, coalition did not realize the importance of feedback-loop at each stage, which caused uncertainty in employees mind, particular during restructuring. This resulted into dep arture of key employees, leaving long-term impact on the unit (Fodor Poor, 2009). Being effective only at organization-level changes, the model either not considered or overlooked specific aspects of concurrent-development approach; this gives rise to need for a more specific and tailored framework to manage such process-level changes. Bibliography Fodor, P., Poor, J. (2009). The Impact of the Economic and Financial Crisis on HRM and Knowledge-Management in Hungary and Slovakia Empirical Research 2008-2009. Acta Polytechnica Hungarica, 6 (3), 69-91. Nadler, D.A and Tushman, M.L. (1989).Organizational Frame Bending: Principles for Managing Reorientation.The Academy of Management Executive,3 (3), 194-204 Paton, R.A. and McCalman, J. (2008).Change management: a guide to effective implementation, 3rded. 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Alice in Wonderland :: essays research papers

www.eReferate.ro -Cea mai buna inspiratie†¦ Alice's Adventures in Wonderland Lewis Carroll Some of the most lastingly delightful children's books in English are "Alice's Adventures in Wonderland" and "Through the Looking-Glass". Here are what Albert Baugh write about them in "A Literary History of England": "Written by an eccentric Oxford don to amuse his little girlfriends, these two world-famous books are the best of all memorials of the Victorian love of nonsense. In them are elements of satire and parody which connect them with a long tradition, but they shot through with a quality distorted logic (for their author was a professional mathematician and logician) which is inimitable and unique." A story may be told either by one of the characters, or by an external narrator. To define by whom the narration is made is to define the point of view that the author has chosen for his story. In "Alice's Adventures in Wonderland" the narrator does not introduce himself as a character. Lewis Carroll uses 3rd person narrative. Yet, everything in the story is seen, heard or thought happens which she cannot sense, or in places where she is not present. This kind of point of view is called selective omniscience, that is the author knows everything, but only through one character's consciousness. Other books in which author uses the same point of view are "Amintiri din copilà £rie" and other novels written by the romanian writer Ion Creangà £. In the end reader is told that everything has been a dream. There are a lot of elements which make up the dreamlike atmosphere. One of Carroll's favourite devices is the pun (play upon words) that is the humorous use of the same word in more than one sense, or of two different words similarly pronounced.

Service Request Sr-rm-022

Hugh McCauley, COO of Riordan Manufacturing has submitted service request SR-rm-022. The service request is to integrate existing variety of human resource (HR) tools into a single integrated application (Apollo Group, Inc. 2011). The new system will provide the organization with a more sophisticated, state-of-the art, information systems technology than what they currently have to better assist the HR department. Before the approval of the project funding, Hugh McCauley will need a detailed project plan that provides some guidance. Completion of the project will complete in six months so utilization of the new system can begin in the second quarter of next year (Apollo Group, Inc. 2011). BackgroundInstalled in 1992, Riordan Manufacturing’s current HRIS system is part of the financial systems package. It keeps track of employee’s personal information; pay rates, personal exemptions for tax purposes, hire date, seniority date, organizational information, and vacation hou rs. Changes to an employee’s information is done through a written change and submitted (on special forms) by the employee’s manager and entered by the payroll clerk. Training and development records are kept in an Excel worksheet by training and development specialist (Apollo Group, Inc. 2011). Applicant information for open positions is maintained by each recruiter. Resumes get stored in a central storage area. An excel spread sheet is used to track the status of applicants.A third party provider manages worker’s compensation. They keep their own records. Individual managers keep employee files because there is no central employee file area. Managers are also responsible for tracking FMLA absences and any requests for accommodation under the ADA. The results of job analyses, salary surveys, and personnel compensation decisions are kept in an excel spreadsheet by the compensation manager. Complaints, grievances, harassment complaints, etc. are tracked by the em ployee relations specialists and are in locked files in their offices.Information GatheringThe information gathering techniques used to development the requirements of the new system will be done through interviews and joint application design  (JAD). Interviews will be conducted on individuals informed about the operation and issues of the current system and needs for systems in future organizational activities (Valacich, George, & Hoffer, 2012). In order for the interviews to be effective certain guidelines must be met. The guidelines that will be included in the interview process are as follows: Plan the interview- Prepare interviewee by making an appointment and explaining the purpose of the interview. Prepare a checklist, an agenda, and questions. Be neutral- Avoid asking leading questions.Listen and take notes- Give your undivided attention to the interviewee and take notes or tape-record the interview (if permission is granted).  Review notes – Review your notes wi thin forty-eight hours of the meeting. If you discover follow-up questions or need additional information, contact the interviewee. Seek diverse views- Interview a wide range of people, including potential users and Managers.  (Valacich, George, & Hoffer, 2012).Interviews will be conducted on employee managers, the training and development specialists, recruiters, and the third-party provider that handles the worker’s compensation, compensation manager, and employee relation specialists. The questions that will be asked during the interview process are as follows:1. What is your name, job title and the department you work?2. What do you need and why do you need it, what system functionality do you need (18 Steps to Selecting a Human Resource Information System, 2002)?3. What results do you wish to accomplish with this effort (18 Steps to Selecting a Human Resource Information System, 2002)?4. What work processes do you wish to change through this selection and what should t he new processes look like (18 Steps to Selecting a Human Resource Information System, 2002)?5. What are the business drivers for the new system, how does this system support the overall needs of the business (18 Steps to Selecting a Human Resource Information System, 2002)?Once the interviews are completed by the analyst team, the interviews will be asked to participate in a joint application design (JAD). The joint application design team will consist of the analyst team, employee managers, the training and development specialists, recruiters, and the third-party provider that handles the worker’s compensation, compensation manager, and employee relation specialists.The primary purpose of using JAD in the analysis phase is to collect systems requirements simultaneously from the key people involved with the system (Valacich, George, & Hoffer, 2012). The JAD will be held at an off-site location in Atlanta, Georgia. Once the team is settled in, the discussion can begin. The in formation that needs to be discussed and agreed on is as follows:1. What type of application are you looking for, standalone PC, networked client/server, or mainframe (18 Steps to Selecting a Human Resource Information System, 2002)?2. What operating system does it need to run on — Windows NT, UNIX, etc. (18 Steps to Selecting a Human Resource Information System, 2002)?3. If it's a database application, what database does your company support, SQL, Oracle, DB2 (18 Steps to Selecting a Human Resource Information System, 2002)?4. How will it connect to remote offices? Does it need to be web deployable (18 Steps to Selecting a Human Resource Information System, 2002)?5. Does it make a difference what language the application is programmed in such as C++ or Visual Basic (18 Steps to Selecting a Human Resource Information System, 2002)?6. Is your IT department planning a major change in technology platforms in the next year (18 Steps to Selecting a Human Resource Information Syste m, 2002)?Project scope is a project management term for the combined objectives and  requirementsnecessary to complete a project (Project Scope, 2013). Project scope is important because it allows the system analyst team to estimate costs and the time required to finish the project. A plan is created for the proposed project for the team to follow. This baseline project plan customizes the standardized SDLC and specifies the time and resources needed for its execution (Valacich, George, & Hoffer, 2012).The team analyst believes that it is in the best interest of Riordan Manufacturing to discontinue the use of their old HRIS system and implement a new one. The old system requires paperwork to be filed and stored in unprotected areas. There are several managers responsible for the safety and protection of pertinent employee information that should be kept in a locked and secure area. ConclusionRiordan Manufacturing has taken the correct steps in implementing a new HRIS system. The g uidelines have been set and a team has been formed to discuss what the new system should include. The next step is to decide on what system to use and how the design should be. What security controls should be set and the tools that will be applied in the terms of data, processes, interfaces, and network.