Monday, September 30, 2019

Ethical Decision on Smoking Policy Essay

A town council serves as a settlement court in the areas that cover their jurisdiction. I It is their job to hear the complaints and problems of their constituents and try to develop ethical decisions that will resolve the issues or complaints brought before them. One of the most common ethical issues brought before them is the right of an individual to smoke in public. Smokers also have human rights that are protected by the constitution. One of these is the freedom to choose. If they choose to smoke, we cannot stop them. But, what we can do is limit the exposure of non smokers to the smoking population in order to accommodate the health concerns of the latter. But what ethical decisions can we make regarding restaurants and buildings where both parties freely mingle? I have a few suggestions that may help ease the growing tension and often times violent encounters of the two parties. Restaurants must accommodate both smokers and non smokers without adding to the already building tension regarding smoker’s rights. It may sound like a return to segregation but the only solution to this problem would be to require restaurants, bars, and other public dining or drinking areas to have al fresco dining areas with tent covers for the snow or rain seasons, which will be assigned as the sole smoking area of the restaurant. All non smokers must be seated in the air conditioned area indoors wherein smoking will be strictly prohibited. In offices where there is a mixture of non smoking and smoking employees, there must be full compliance of the non smoking in enclosed spaces rules. The office should however, designate smoking areas to accommodate the smokers. This area may be the rooftop of the building that must be designed as some sort of garden where live plants must be planted in order to absorb the toxic smoke and provide the area with fresh air for the people staying there to enjoy a smoke. Smokers may not believe they need protection from their habits but we have to do our part in protecting them from themselves. The town council ruling regarding smoking in public places is not a perfect law, it should be open to revisions and addendums as complaints arise to be dealt with. The town council must also acknowledge that maybe the smokers may have some ideas that will benefit or indulge their habit without damaging the non smokers in public places. So the town council should set up an office or a desk that will accept suggestions from both smokers and non smokers in the hope of accommodating the rights of both parties. As such, the town council should be open to amending the non smoking in private places ruling using the suggestions from the parties concerned. In the end, there is no need to alienate either the non smokers or smokers. Even though there have been countless medical studies, results, and warnings aimed towards the public regarding the hazards of both first hand and second hand smoke, smoking has become a legalized addiction that we have to learn to tolerate or, as the case may be, accommodate. There are a number of ways wherein we can accommodate smokers and non-smokers needs provided that both parties are open to cooperating with each other. The Town Council must to its part as the mediator between the two parties and help them to come to terms and agreements that will be beneficial to all concerned.

Sunday, September 29, 2019

Effective Teaching Strategies for Students with ADHD Essay

1. What is the purpose of the study? To share methods of intervention for students with ADHD. 2. When was the study done? 2011 3. Who did the study? George DuPaul 4. What are the research question and hypotheses (if any)? Which school-based intervention strategies are the most effective? Hypothesis: Multiple treatment strategies implemented consistently across multiple years will improve success for students with ADHD. 5. Does the literature background support the need for the study? Please explain your answer. The background literature defines ADHD, explains that these students have issues with retention, attendance and standardized tests. This information provides justification for exploring the topic of effective interventions. 6. What are the variables under study? Identify them as independent, dependent, moderator, control. The independent variables are ADHD and the dependent variable is 7. What is the setting, sample, population? 8. Identify the type of research. Descriptive, non-experimental. 9. What statistical procedures are used, if any? None were used. 10. What kind of design was used? Is it appropriate to the stated purpose, research questions and hypotheses? Since this is a descriptive article, it does not apply any research design nor does it explain the basis of selecting the particular â€Å"effective† strategies. The provision of several strategies does, however provide a variety of effective strategies to implement, which supports the opening statement, that it takes consistent implementation of multiple effective strategies for successful intervention with ADHD students. 11. What are the findings of the study? As stated above, the study impresses that it takes consistent implementation of multiple effective strategies for successful intervention with ADHD students. 12. Are there any problems with the internal validity of this study? The fact that the students are from a socioeconomically disadvantaged background and that the control and experimental groups were selected at random increases my confidence that there is internal validity. 13. Are there any problems with the external validity of this study? It is not possible to say that this study necessarily applies to the population because it was only conducted in one classroom. If there was a more robust sample from a variety of schools I would feel more confident applying this to the whole population in general. 14. What can be validly concluded from this study? The fact that there is no explanation for the choices that were made for â€Å"effective† strategies leads me to say that this paper is merely descriptive of options, not necessarily of the most effective interventions for ADHD.

Friday, September 27, 2019

Museum Essay Example | Topics and Well Written Essays - 1000 words

Museum - Essay Example Among others who borrowed from Ancient Egypt tradition were also Ancient Greeks, the beginners of Western civilization, and Arabs, whose culture is commonly considered as the Middle East culture (O’Connor, 1971). Thus, despite African and Ancient Egypt cultures share the same continent, the two cultures differ. African culture generally, seems more connected to a nature. For example, African ceremonial clothing (Figure 1) is primary made from natural floral materials and looks like a bush. On black mannequin there is some kind of yelm, made from a dry rush plant, which supposed to cover the whole body of oracle or sacrifice. His human identity isn’t visible in such clothing, because his ceremonial mission is more important. Two other issues of the clothing have also a ceremonial destination: a headwear made from natural floral materials and seashells, and a stick, decorated the same way with a headwear. Even more natural and joyful African culture seems, when looking at African dolls (Figure 2). They differ strongly, even from each other, despite they often belong to the same African region. Some are made from wood, and focused on sex and religious characteristics of a woman, other ones are made from soft materials and different bright pieces of texture. It should be mentioned, that all dolls have individual face characteristics, despite that faces may look unnatural (big mouth, schematic eyes, etc.). It’s mostly noticeable when comparing African dolls to Egyptian Shabti statues, which also look like dolls (Figure 5). Despite Shabti statues too have individual faces, and those faces look more proportional than ones of African dolls, generally Shabti look less individual. They have the same ceremonial posture (standing front-wise with crossed arms), similar schematic haircuts and clothing. Being a part of a well-known Egyptian funeral cult, Shabti statues symbolize servants o f a dead master. However, the most attention is

Company Law of the UK Essay Example | Topics and Well Written Essays - 750 words

Company Law of the UK - Essay Example From the research it can be comprehended that the United Kingdom perhaps was the first country around the globe that simplifies the registration process for investors; limit their liability and the obligations in the event of insolvency. The discretionary powers allocated to the Board of Directors to sort out issues in line with the provisions of company constitution / company law. It would not be out of place to mention here that the UK has given a role model to other European Dynasties, Commonwealth Nations. The aims and objectives are to introduce such role model to woo the investors from all over the world to invest capital in a profitable business venture / thriving business avenues to make more and more money. The powers confer to the company may have their own parameters in terms of rights and obligations under the UK laws to comply. Corporate Company has the option to raise capital for their business in shape of equity finance, where the company has to off load its shares to general public through Stock Exchange. The company confers number of rights to share holders in terms of: a) voting b) dividends c) return of capital on redemption / liquidation d) Preferential rights for future shares. The corporate concerns keeps close repo with share holders in two ways: a) to inform share holders of the decision taken by the company through prospectus that contains complete details b) financial assistance to purchase its own shares. 5. The share holders may have the access to bank loan facilities against pledge of company’s shares on a fixed / floating rate of interest as the case may be, to be paid through monthly, quarterly, half yearly, yearly installments or balloon payments as decided by the approving authority. In the event of default banks / financial institutions may dispose off / auction the mortgaged assets of the company after inviting bids from the prospective bidders through esteemed print / electronic medias6. However, court provide protecti on to the company / or set aside unfair transaction in relation to disposing off the assets of the company by the banks / financial institutions towards appropriation of their outstanding liabilities. If a company fails to meet its loan obligations on due dates, the administrator comes to manage the affairs of the company as per UK insolvency law. If all out efforts of the administrator proved futile, the administrator starts the process of liquidation. The administrator disposes of the moveable / immoveable assets of the company to satisfy the claims of the creditors and then strike down the name of the debtor from its register7. Shares issued to the share holders can easily be transferred or disposed off as and when required. Holding the shares of a company means that a share holder being a member of the company can enforce the provision of the constitution of the company in both ways: a) against the company or other members of the company b) value of shares (nominal / at par) det ermines the share holders liability towards paying off debts of the company in case of insolvent liquidation8. The company usually offers their existing share holders a large number of shares from its common stock or preferred stock. This gives the rights to the share holders (other than bidder) to convert its acquired shares into a large number of common shares. This form of transaction is considered shareholders rights plan since it empowers the shareholders

Thursday, September 26, 2019

Communication theory Essay Example | Topics and Well Written Essays - 500 words

Communication theory - Essay Example With clearer concepts and objective understanding of matters, people are in a better position to play their individualistic and collective roles in the development of a civilized society. In most of the organizations in the contemporary age, communication with confidence and authority has become quite critical (Holmes, 2011). The organization in which I work is to much extent, a functional organization where different departments have well defined responsibilities, so people from different departments do not usually interact with one another. In addition to the organization having a functional organization structure, there were several other factors that have played their role in discouraging interaction among employees. Such factors included but were not limited to differences of gender, age and culture. Employees from different culture have had presumed conceptions about their coworkers from different cultures and would not change their conceptions in the organizational context. Al so, employees from opposite genders would hesitate to communicate with one another. This was giving rise to interpersonal conflicts with various employees assuming irrational things about one another as a result of lack of communication until the new project manager brought about some drastic changes in the system of flow of communication within the organization.

Wednesday, September 25, 2019

European Union Law Degree Case Study Example | Topics and Well Written Essays - 2000 words

European Union Law Degree - Case Study Example In this case the defendant must not be a state entity. The requirements of Directives can be applied horizontally between two private parties1. The UK instrument requires commercial providers of fossil based fuels to limit their quantity to 50% of their total output. On the other hand, the Directive limits this to just 40%. This In addition, this statute permits the use of candles and other fossil based fuels, without any restriction; whereas the Directive clearly specifies that these fuels are to be used, only for religious and cultural ceremonial rituals. In the event of failure by a Member State, in this regard, the EU will approach the ECJ to initiate necessary action against the Member State. National governmental entities, private or public utility organisations and firms must invariably apply EC law provisions at the national level. Since, the context, purpose and content of the Directive have been comprehended, the extent to which the UK Government had implemented its provisions, has to be examined. All the same, this Directive is significant, because it recommends the least intrusive method for achieving its objective. It is rendered effective, if its purpose, namely the use of renewable energy is achieved. This Directive aims to deter dependence on carbon based fuels. Article 249 of the Treaty, specifies that Direc... Member States are obliged to pay compensation to individuals if the latter incur loss due to the non - implementation of Directives. In the case of Francovich and Others v Italy, the ECJ held that in order to make a Member State liable for such damages, three conditions have to be fulfilled3. First, the Directive must be intended to provide rights to individuals. Second, it must contain the description and scope of the rights that it intends to provide. Third, the Member State must have failed to implement the Directive and such failure must have caused the damage to the individual4. Individuals can insist on the enforcement of a Directive. This applies even though the Directive has a horizontal direct effect limitation, which hinders its enforcement. In Francovich, the ECJ had established this principle. It also held that Member States will have to pay compensation for damages or losses to individuals under the concept of state liability, if they failed to implement a Directive5. The ECJ had further extended the scope of this decision in the subsequent joint cases of Brasserie de P'cheur6 and R v Secretary of State for Transport, ex parte Factortame (No. 4)7. The ECJ held that individuals who sustained loss could demand compensation from the Member State if it failed to implement the EC Law. This also applies if the Member States had violated the provisions of EC Law. If an individual sustained a loss or damage due to the incorrect or non - implementation of EC law provisions by a Member State, then that individual can sue against the state in the national court and seek compensation for such damage. Moreover, individuals can invoke the

Tuesday, September 24, 2019

Business ethic cases Essay Example | Topics and Well Written Essays - 500 words - 2

Business ethic cases - Essay Example At which point, he reveals his own convictions on the matter. Maitland begins by presenting the case made by the critics against the corporations. As stated in the article companies have been accused of pursuing cheap labor all over the world to: get away with paying workers less than living wages; take advantage of child labor; avoid human rights abuse issues; indirectly supporting repressive regimes that denying workers the right to join unions and do not enforce minimum labor standards in the workplace, etc. He describes how the campaign against international sweatshops was exposed on the television, forcing the publicity- shy retail giants to take the defensive1. For example Maitland explains how Charles Kernaghan, who runs the National Labor Coalition (NLC), brought attention to the fact that Kathie Lee Giffords clothing line was being made by 13- and 14- year- olds working 20- hour days in factories in Honduras, and also arranged for teenage workers from Central American sweatshops to testify before Congressional committees about abusive labor practices. Kernaghan, went on to deliver a masterstroke, when one of the workers held up a Liz Claiborne cotton sweater identical to ones she had sewn since she was a 13- year- old working 12 hours days, during one of these hearings.2 Maitland notes that this incident had an extremely damaging effect on the companies that held their public images to be sacred. The media had a field day withimage of young exploited girl displaying the Claiborne logo and making accusations of oppressive conditions at the factory.3 Consequently, the companies for whom their image was sacrosanct and meant everything to them, petitioned for peace to protect their image, which they deem to be their most valuable asset.4 The companies adopted certain codes of conduct on human and labor rights in their international operations to ensure appropriate levels of pay and safety standards in sweatshops operated by them.

Monday, September 23, 2019

Boundaries should employers set for social media Essay

Boundaries should employers set for social media - Essay Example Employees should limit themselves when it comes to the use of social media in the workplace because in continuing to indulge themselves, they will most likely end up using up the time of their employers, which might lead to negative results in their output. Therefore, employees have to limit their time on social networks and should only use them in situations where they have been able to clear all the work on their table for the day and they have nothing else to do but to kill time. According to Young (2010), to use social media at any time in the workplace would be detrimental to their work and would amount to their stealing their employer’s time. The answer to this question largely depends on whether an employee has accomplished the goals that have been set for him because if he has not, indulging in social media might be detrimental to his performance. Furthermore, it is necessary for employees to ensure that the keep social media usage, which is essentially part of their social lives, out of the workplace because to use it in such an environment is disruptive to their work. Therefore, if an employee has not accomplished his goals, to use social media would be equivalent to stealing the time of their employers. While an employee might have worked for a number of hours, this does not mean that he has to take his employer’s time by using social media. The number of hours that an employee has worked does not matter as long as he keeps away from social media and makes sure that he delivers on his goals. Therefore, using social media during work hours would be the same as time-wasting and has to be reduced to a minimum or discouraged. 2. The justification used by heavy social-media users to using company software and confidential date in the workplace might be based on their opinion that it is part of their right. This is especially the case in a situation where they feel that their right to interact with others and express themselves in

Sunday, September 22, 2019

Internal public relations action plan at Burt’s Bees Inc Essay Example for Free

Internal public relations action plan at Burt’s Bees Inc Essay The objective of the Burt’s Bees Inc is quite simple â€Å"Practicing what we preach. † Concerning the philosophy, I recall what Koran, Moslem’ Holy Qur’an, says about the countless benefits of honey, which is also created by bees. Since the company aims at manufacturing products from natural ingredients, the company decides to put the idea of earth-friendly on the company’s packaging. Natural also underlies the company business philosophy, saying that sustainable business practices are keys to successful business since it promotes best practices. The company says that this philosophy is reflected in its ingredients and packaging designs that carefully take pay attention to environmental preservation including all living things on the planet Earth. In terms of industry leadership Burt’s Bees is still a small player in personal product sector. In 2003, the company generated revenue $50 million. Although this number was considerably huge for the 20-year old company, I see that the revenue achievement of Burt’s Bees was not noteworthy if we compare it to the company’s three main competitors; they are Nature’s Sunshine Products Inc, Procter Gamble, and Wyeth. Unlike communication to customers or other external entities, internal public relations do not use television as communication media. This is because television target wide level of audience except in the company there is restricted internal television station that only broadcast within the company’s facilities. This condition suggests that in developing internal public relation action plan, a company needs to assess what communication media is appropriate to communicate an event or a program and at what time the company should deliver the information. Therefore, a company will provide careful plan so that their message in internal magazine/newspaper, web site, and internal television will convey similar message. Table 1 Internal Communication Action Plan at Burt’s Bees Inc in 2007 Issues Action Accountability Delivery Date Measurement Comm. Medium 1. Distribute Information Regarding New Products/Offerings Compile documents regarding new program/products and distribute them to all employees Vice President of Marketing Once every one week and every time new programs are commercialized ? The number of employees response (read the distributed message) reaches minimum of 100% of total employees ? Vast Participants/Audiences Feedbacks ? E-mail ? Corporate Website ? Internal Magazine 2. Employees are unsure the benefits of beeswax and other natural ingredients 1. Invite health scientists regarding the benefits of natural products for our health 2. conduct product demo showing the benefits of natural products 1. Vice President of Marketing 2. Vice President of Research and Development December 2006 and June 2007 Participants understand the benefits of natural ingredients for health care industry and become marketing spokespeople to customers (family, neighbours etc) ? Employee Gathering ? Seminars ? E-mail ? Corporate Website †¢ Internal Magazine 3. Corporate e-mail is full of viruses attack Create regulation regarding the use of Internet for business purpose only Vice President of Information Technology Every employee logs into corporate network ? The number of viruses attack decreased ? Network resources are used efficiently ? E-mail ? Corporate Website? Internal Magazine 4. Employees do not known Burt’s Bees strategic position Informing the comparison with competitors of Burt’s Bees Vice President of Marketing Every Quarter ? Compare products from competitors (Nature’s Sunshine Products Inc, Procter Gamble, and Wyeth) ? E-mail ? Corporate Website ? Internal Magazine 5. Salespeople do not know the approach to customers Setting sales session that teach the strategy to market Burt’s Bees products Vice President of Sales Every Month ? Salespeople understand the strategy to approach customer in selling natural-ingredient products ? Training session (role play) The action plan shows that Burt’s Bees may employ different type of communication media and events in order to inform internal entities (employees) regarding current products, program, and offerings. The brief explanation of each communication medium highlighting the benefits and its audiences is as following: ? Web Si te The key points when conducting promotion via online media is that the message should clearly describe and inform about what Burt’s Bees is offering and had better to provide some links to close the deal (e-commerce ready) for employees who want to but products at a special prize. In Burt’s Bees web site (http://www. burtsbees. com) there should not be overwhelming applications such as Flash Media or pop up. Since not all employees are equipped with have high-speed computers that can access the flash media quickly. In my experience, opening a web site that are equipped with flash media like www. habitat. net can provide guests with dullness since it takes much time to see the animation appear in my screen. ? Print Media. It includes internal magazine/newspaper, poster, and brochures. Since Burt’s Bees are associated with natural ingredients that are safe for human beings, therefore, in the communication message, the company must clearly convey message that employees understand the benefits of natural ingredients like beeswax compared to chemical products. ? Seminars or discussion. In this communication media, Burt’s Bees invite health physicians, celebrities that use natural ingredients products so that employees are confident to communicate the benefits of Burt’s Bees natural products to their families, neighbours, and friends, to name a few. Bibliography Burt’s Bees Inc. (2005). Company Profile. Retrieved November 6, 2006 at: http://biz. yahoo. com/ic/104/104522. html Douglas, Susan P. and Craig, C. Samuel. (1995). Global Marketing Strategy. McGraw Hill, New York. INTERNAL COMMUNICATION ACTION PLAN. Retrieved November 5, 2006 from www. campus. manchester. ac. uk/medialibrary/internal-comms/comms-audit-action-plan. pdf RD Marketing. (2006). Creating an Integrated Marketing Communications Plan. Retrieved November 5, 2006 from http://www. rd-marketing. com/communications-plans. htm.

Saturday, September 21, 2019

Managing Technology Essay Example for Free

Managing Technology Essay Q1. a. Explain briefly about Managing technology. Answer Managing technology involves concepts like new venture, innovation, and research and RD infrastructure. We can say that technology is the useful tool which controls the environment and also acts as an instrument which converts the natural resources in to useful goods. This is the main factor which affects the growth of an organization. that’s why managing technology is essential for any organization. Some issues related to the Managing technologies described below * Technology and long-term cycles: There are some economists who argue that technology affects growth and recession in the world economy. The infrastructure is useful for maturation of the technologies. When the downturn starts to come up again then organizations has to invest the capital equipment that is based on the new technologies. * Technology and comparative advantage: At the national level, the firms will have more value when it has both the comparative advantage and also the technological lead. All the other companies from the world look for your organization. There are some of the emerging technologies that have to be dealt when you are discussing about managing technology. The emerging technologies are the new technologies that are sometime considered critical for humanity’s future. b. Explain any two alternatives for acquiring new technologies. We are presently living in the competitive world. The organizations have to use the advanced technologies to remain in competitive market of today, for long. The technology managers have less time, fewer resources and more problems for the implementation of the technology. There are many alternatives for acquiring the internal and external technologies. Some of these mentioned are the best * Develop technology in-house: This involves development of the technology within the house. In this, the company has to make an estimate of the financial costs that are associated with the Research and Development (RD) and the cost of the opportunities that are associated with RD. This also assesses the suitability of the employees for the new project * Enter into joint ventures: We know that many of the companies share the costs of the new technology; in the same way, the benefits are also shared. The membership of the research gets more attraction when the risks are high and the costs are heavy. There will be existence of very good relationship between the key supplier and the major customer. Q2. a. Explain in brief about the six phases in technology forecasting process. Answer- According to our working definitions, the main function of the technology is â€Å"to lead the decision making process towards profitable solutions with minimum uncertainties† Six phases of technology forecasting are * Identification of needs: After identifying the expected outputs and the objectives of the future, a thorough analysis is done in order to make sure the relevance of technology forecasting. * Prepare project: In this phase, the forecasting activities that are planned and resources are allocated. The roles of each human resource are carefully prepared and explained.. * Define objectives: This phase once again goes through the objectives that are defined in the first and second phases. This phase decides the dimensions of the forecast. * Perform analysis and develop Technology Forecast (TF): This is the central part of the present research. In this phase, we start with defining the boundaries of the technological system that has to be forecasted. * Validate results: in these steps forecasting process is to validate results. This includes the customer satisfaction with the results of TF. * Application of TF: The last phase in the technological forecast is the application of TF ·. This depends mainly on the needs and the formulated objectives. b. What are the benefits of technology absorption? The benefits that we get from technology absorption exercises, as evidenced by Government and industry experiences are * Repeated collaborations for the same product/ process are avoided. * Acquisition of further technologies becomes selective. * Ability is developed to unpackaged the technology * Savings can be affected in foreign exchange due to use of indigenous alternatives. * Effective utilization is made of available indigenous research expertise and facilities to achieve the desired results * Know-why and technology up gradation capabilities are built-up * Technically competent groups of scientists and engineers trained in technology absorption get matured and strengthened * The base for technological self-reliance is enhanced. We gain the benefits of technology diffusion, ranging from RD services to the larger sales. * Industry should attempt to obtain best available technology closest to international trends and provide RD at the stage of project planning. * Speedy indigenization of raw materials and components * Efforts for unpack aging and indigenization of tailor-made equipment in the acquired technology * Enhancing exports of products based on absorbed and upgraded technology. * use of national and international research facilities and expertise * Involving users, suppliers of components and materials, research organizations in undertaking absorption exercises. Q3. Explain in brief about the innovation management. Answer- We can define ‘innovation management’ as the systematic processes that help the organizations in developing new and improved products, services and business processes. This involves the use of creative ideas of an organization employee that brings new innovations to the market place, quickly and efficiently. In business, innovation should not be only limited to the big ground breaking ideas, creative workshops and product based companies. Innovation is often small, incremental changes to products, services and processes. The innovation involves all the managers from different departments. This needs to be planned and managed as a core business covering all parts of a business. This needs to be integrated at the strategic and operational levels. The activities of the innovation need to be driven by the strategy and current business imperatives. The successful innovation culture consists of all the aspects of a business, and these aspects have to be managed effectively and efficiently like any other core business. Innovation can be built into business, at three levels. The three levels are the annual business planning process, quarterly innovation and day-to-day activities. Innovation is managed through some sort of platform or application. There are two types of innovation tools that are, an electronic suggestion scheme, and a management system controlling the innovation process. The management of the innovation system needs to be given to the senior management to control the overall system of innovation. The best practices and tools are applied consistently and appropriately across the organization. Any platform should encourage for the learning activity as a core feature. Installing the innovation culture in any of the company has leaders and teams with ability and commitment. In order to create culture of continuous innovation, the organization requires leadership and commitment from the senior management team. The management team also sees that some staff members in the organization are rewarded for the innovative ideas they put in. The senior management needs to encourage the innovative ideas from the staff. Q4. Explain the implementation of new technology. Answer- Sound planning is essential for the success of any technology’s implementation. The failures that are likely to arise during the implementation process may be due to the poor planning or inadequate resources. Valuing the conflicts will facilitate the organization to keep away from these problems, and for the management, to anticipate the likely trouble spots and ease it accordingly. There are a number of less-substantial activities, which are critical and people those are involved must: 1.Have an understanding of the organization predominantly, in terms of its traditions and principles are essential. 2.The underlying principle of any new system implementation should be able to provide all the better services to all concerned through it. 3. This information has to be conversed to all concerned parties.4.A complete review of every business processes and, where required, academic practice, and developing and introducing new policies before tuning the system to meet the decided requirements should be undertaken. 5. The complete approval of the difficulty and flexibility of the system should be determined. 6. The inbuilt dangers of customization of any software should be understood. 7. A thorough system test procedures should be conducted, while accepting the likely need for software malfunction and improvements. 8. The training and development to be conducted for the internal staff should be planned in advance.9.The users must be trained, to use the system. Planning and implementation: A thorough plan with efficient management is necessary for success, and to work against the fear of high costs, extended time, losing key persons and common disappointment with the result Considerations for implementation  · Be aggressive: An important consideration when implementing a new technology is to be aggressive to set up a strong competitive edge  · Be cautious: If the new chosen technology provides revenue to your business, then it is necessary to be careful while making any major modifications in the new technology.  · Be quick: It is important for you to be quick enough to implement the small changes to your chosen technology and to supervise their impact.  · Be slow: If major changes affect your business, it is vital to make the implementation changes slowly.  · Be safe: During the implementation of a new technology, the better time to address the potential security needs is at the time of design and development. It is better to employ a security expert who will take care of the privacy of the organization. Q5. Briefly describe technological development options and strategies Answer- A country’s technology development strategy is determined by identifying the technological needs with potential technological developments in the world and a thorough assessment of available and emerging technologies. Then, the country determines a strategy to import technologies which can be produced locally. Now, there is a universal realization that unless a concerted attempt is made to build local technological capabilities for absorbing imported technologies, any attempt to develop indigenous technologies encounters enormous difficulties. Even with regard to imported technology, it is essential for a country to be able to select, digest, adapt and improve it for local consumption. All of these efforts justify greater priority and allocation of resources to RD. A requirement for efficient utilization of RD resources is the development of technological infrastructure within the country, including institution building, manpower development, and provision of support facilities and creation of a modern environment Whether or not an organization would generate or develop its own technology and with what intensity it would follow, the efforts in this respect would depend upon technology strategy it has planned or adopted. Though the term strategy is commonly used as an antonym of tactics it actually implies long-term, purposeful and interconnected efforts. Technology Strategy may accordingly be defined as a strategy to deal with the technology and related issues at macro and micro levels, with respect to set objectives. Let us have a quick overview of types of technology strategies Macro-level strategy- At macro level, each country outlines and adopts a technology strategy to achieve its political, economic and social objectives and translates the same into action through appropriate policies and mechanisms. Micro-level strategy-The extraordinary range and potential uses of contemporary technology have important consequences for industrial and commercial firms. The industrial and organizational disorder produced by technological change, and increased international competitive pressures provide threats and opportunities for firms. An effective strategic approach to technology allows firms to cope better with these changes, and reduces the threats and insecurities facing them and their employees. The basic role of technology strategy in business planning is to help ask the questions like: what business the corporation plans to be in and how it should be positioned? Effective planning identifies the present decisions required to create desirable and competitive corporate futures. In particular, technology strategy must anticipate the transient impact of technological innovation on the future competencies of the corporation. Q6. Explain Technology Development Answer- Though, broadly speaking, the D · of RD covers Technology Development the latter has much wider implication. Process- The various stages of technology development process or life cycle is starting from the generation of ideas in the RD department. We may observe that this process is tedious and requires top management commitment and support from outside. Risk factor is large and the success rate depends upon the quality of inputs provided to the RD department. Technology Development Approaches The approaches of technology development- * In-house RD: Technology development activities are generally carried out through setting up of separate in-house RD units within the business, managed and headed by a well-qualified and experienced chief, directly reporting to the top management. However, this unit has close interactions with other departments within the company and there could even be exchange of personnel among different departments. * Co-operative RD: A group of companies in a particular industrial sector promotes an RD centre as a society or a non-profit making company. The RD is funded by the participating companies and the government. This RD centre undertakes RD as per the requirements of the companies in their larger interest, and sets up expertise and facilities of common nature and which are usually expensive. * Contract research: A company may contract components of technology development to suitable RD organizations, academic institutions, or consultants or experts. The in-house RD unit may coordinate the progress of the activities, to develop the desired technologies. This approach usually requires considerable internal technological and managerial capabilities coupled with strong Science and Technology (ST) information base. * RD collaboration: A company may collaborate with another company in areas of common interest, if costs of development are high. Such inter-firm collaborative RD efforts are becoming common in developed countries mainly due to high costs and shorter technology life cycles. It is found in areas such as micro-electronics, materials, and information technologies. * Research societies: Large corporations or industrial houses may set up independent research societies, in addition to their in-house RD units. Such societies may undertake RD activities mostly relating to the broad interests of the promoting companies in line with the national interests. Research companies: Large firms of technology innovative industrialists may support research companies, specifically for conducting research and development of technologies for others on commercial basis. The development costs and reasonable profits are recovered from the sale and transfer of technologies.

Friday, September 20, 2019

Analysis of Pilotage and Pilots Limitation of Liability

Analysis of Pilotage and Pilots Limitation of Liability Provisional title of the thesis: A comparative analysis of pilotage and pilots limitation of liability in Australia. Area of investigation and/or the questions to be investigated Consider the following scenario. A vessel under the control of a compulsory pilot is maneuvering within a port limit. Master of the vessel follows the on-shore directions by the pilot and due to negligence of the pilot the vessel crashes into a wharf. Some basic questions that could arise from the above scenario are: Who is responsible for any damages? If the master, following an on-shore direction, enters a compulsory pilotage area without a pilot on board, is he guilty of an offence for proceeding without a pilot? Is the pilot liable for acting outside of pilotage? When does pilotage actually commence? Should the statutory rules regarding limitation of liability for pilots be changed to hold negligent compulsory pilots individually responsible for actions outside of pilotage? If a master follows a radioed direction provided by an on-shore pilot, should he be liable for proceeding without a pilot in a compulsory pilotage area?What is the liability for negligence of compulsory unlice nsed pilots?[1] Finally, what is the appropriate description of a master-pilot relationship? This research will investigate these questions. Theoretical significance of the project A pilot is someone who is very familiar with the port; endowed with a requisite professionalism and necessary local knowledge to maneuver a vessel in a port safely.[2] In addition, he is responsible for the protection of the environment and the promotion of the efficiency in the harbor.[3] In Australia, under section 6 of the Navigation Act 1912, pilot means a person who does not belong to, but has the conduct of, a ship. In terms of limitation of liability, section 410B(1) of the Navigation Act stipulates that a pilot who has the conduct of a ship is subject to the authority of the master of the ship and the master is not relieved from responsibility for the conduct and navigation of the ship by reason only of the ship being under pilotage. Although there are consistencies in the meaning of pilotage among jurisdictions in Australia, the pilotage legislations are slightly different in some states. For example, while the New South Wales Marine Safety Act 1998[4] considers the pilotag e as conduct of a vessel, the Port Authorities Act 1999 (WA)[5] describes pilotage as being in command of a vessel. The first issue is the definition of conduct of a ship. In Braverus Maritime Inc v Port Kembla Coal Terminal Ltd[6]the Federal Court of Australia concluded that the statute considered the pilot as the servant of a ship owner and simply listed the definition of pilot as it stands in the Navigation Act. In Fowles v Eastern Australian Steamship Co[7] Chief Justice Barton ,with reference to the Queensland Navigation Act (1876), explained thatthe master shall deliver and give in charge the vessel to the duly qualified pilot who shall first board or go alongside of such vessel in order to conduct the same into port, and such pilot shall if required by such master produce his authority to act as such pilot, and no master of any such vessel shall proceed to sea from any of the said ports or quit his station or anchorage in any port, without receiving on board the harbor master or some pilot appointed as aforesaid to move or conduct the said vessel to sea. Further, the comment of Christopher Hill stating what a pilot is not, purely and simply, is an adviser[8] is inconsistent with the practical concept[9] and the statutory definition of a pilot. The second issue is pilots limitation of liability. Under Navigation Act 1912 (Cth) section 410B (2) the exclusion of pilot from liability is absolute. Porter LJ in Tower Field v Workington Harbour and Dock Board[10]clarified that under Section 410B of Navigation Act  a ship owner who through a compulsory pilot is responsible for faulty navigation is responsible for damage to his own ship as well as for injury to the property of another. As far as the limitation of liability is concerned, the state legislations in Australia are comparatively aligned with the Navigation Act. In New South Wales, all pilots and pilotage service providers are excluded from liability for negligence.[11] Though, the pilot who willfully endangers the vessel or her crew is guilty of an offence.[12] In South Australia a pilot is excluded from liability for negligence.[13]In Victoria, under the Marine Act 1988 (Vic) a pilots liability is limited to $200 plus the amount of pilotage.[14]In Queensland, Pilots a re excluded absolutely from liability for negligence or damage.[15] Finally, in Western Australia, the pilots liability is limited to $200.[16] Moreover, a pilot is excluded from liability for negligence causing damage to the vessel.[17]In Oceanic Crest Shipping[18], where a vessel under the control of a negligent compulsory pilot damaged to a wharf in Western Australia, the pilot and harbor authority were completely excluded from liability for negligence. As can be seen, the traditional approach to pilotage has introduced difficulties and the concerned parties including, harbor authorities, ship owners and pilot service providers are faced difficulties to answers the questions mentioned in the section i. This research will help to solve the problems in dealing with pilotage by focusing on three main areas. First, the Australias pilotage regime should be re-assessed to provide clarified definitions. Second, the inconsistencies between the states should be eliminated through a uniform pilotage regime which is agreed by the states. Third, the pilotage regime should also determine a fair limitation of liability of pilots. Indeed, since the application of above mentioned changes will result in changing the settlements of claims and the expenses incurred by the relevant parties, this research will focus on how these changes would be addressed in future pilotage regime. Therefore, this research is aiming to reduce the inconsistencies either in the liability of pilots or in the limitation of liabilities in Australias pilotage regime. Proposed research methods I would provide a theoretical understanding of the research, that the legal regulations concerning pilotage and the limitation of liability in the light of the analysis of different states legislations in Australia and various legal acts in different countries. Therefore, the method which will widely be used is comparative method. The Function of pilots, their liabilities and the limitation of their liabilities will be studied and compared in the following acts, legislations and case law. Australia: Under Commonwealth Legislation: Navigation Act 1912 (Cth). The state legislations in New South Wales, South Australia, Tasmania, Victoria, Queensland and Western Australia. The United Kingdom: Pilotage Act 1987 (UK) and Merchant Shipping Act 1995 (UK). Canada: The Pilotage Act, RSC 1985, c P-14. The United States: The national system of pilotage regulation both by the states and by the federal government. The reason these countries were selected is because their legal systems are mainly based on English common law. The analytical method will be implored to analyze legal concepts and rules concerning pilotage and limitation of liability in different legal systems. This is important because through this method, appropriate conclusions would be drawn, and possible suggestions would be proposed in the bid to improving Australian Legislation of Limitation Liability of Pilots and Pilotage. Proposed thesis structure including where possible, provisional chapter sketches Preliminary table of contents: Introduction Fundamental concepts of pilotage and pilots limitation of liability. National approaches to the pilotage and limitation of liability. 1. Australia 2. The United Kingdom 3. Canada 4. USA. Analysis of findings focusing on pilotage and limitation of liability in Australia. Conclusion including suggestions and mechanisms of addressing problematic issues. Timescale for the research: Year Research activities 1 To draft a research plan. Collation of data, reading of relevant materials and writing of the Introductory chapter. 2 Reading and evaluation of limitation of liability legislations in the United Kingdom and Australia. 3 A reading and evaluation of the limitation of liability legislations in Canada and USA. Publication of the main some aspects of the dissertation in the books, monography (this may not be necessary for now). 4 Analysis of findings, arrangement of thesis and final submission. Bibliography Table of Cases Braverus Maritime Inc v Port Kembla Coal Terminal Ltd [2005] FCAFC 256 Federal Court of Australia, 12 December 2005. Fowles v Eastern Australian Steamship Company Limited [1913] 17 CLR 149. Oceanic Crest Shipping Company v Pilbara Harbour Services Pty Ltd [1986] 160 CLR 626. Tower Field (Owners) v Workington Harbour and Dock Board [1950] 84 Ll. L. Rep. 233, 255. Textbooks Christopher Hill, Maritime Law (Lloyds of London, 3rd ed, 1989) 376. Table of Legislation Harbors and Navigation Act 1993 (SA). Marine Act 1988 (Vic) . Marine Safety Act 1998 (NSW). Pilots Limitation of Liability Act 1962 (WA). Port Authorities Act 1999 (WA). Port Authorities Act 1999 (WA). Transport Operations (Marine Safety) Act 1994 (Qld). Online Sources Shilavadra Bhattacharjee, What Are The Duties Of Officer On Watch When Pilot Is On Board Ship? (Marine Insight, 2016) accessed 6 December 2016. Henrik Nicander and Isak Isak, What Skills Do Port Pilots Need? (2014) accessed 6 December 2016. [1] Braverus Maritime Inc v Port Kembla Coal Terminal Ltd [2005] FCAFC 256 (12 December 2005) [2] Shilavadra Bhattacharjee, What Are The Duties Of Officer On Watch When Pilot Is On Board Ship? (Marine Insight, 2016) accessed 6 December 2016. [3] Henrik Nicander and Isak Isak, What Skills Do Port Pilots Need? (2014) accessed 6 December 2016. [4] Marine Safety Act 1998 (NSW) s 71(1). [5] Port Authorities Act 1999 (WA) s 3(1). [6] Opt.cit.n.1. [7] Fowles v Eastern Australian Steamship Company Limited [1913] 17 CLR 149. [8] Christopher Hill, Maritime Law (Lloyds of London, 3rd ed, 1989) 376. [9] Ibid. [10] Tower Field (Owners) v Workington Harbour and Dock Board [1950] 84 Ll. L. Rep. 233, 255 (Porter LJ). [11] Marine Safety Act 1998 (NSW) s 80(1): Neither the State, nor the Minister, nor a pilotage service provider is liable for any loss or damage that is attributable to the negligence of any person made available as a marine pilot by the pilotage service provider while the person is acting as a marine pilot. [12] Marine Safety Act 1998 (NSW) s 81: A marine pilot of a vessel who, by any wilful act or omission, endangers the vessel or its crew is guilty of an offence. [13] Harbors and Navigation Act 1993 (SA) s 36(3): The liability of the owner or master of a ship for damage resulting from a fault in the navigation of the ship is unaffected by the fact that the vessel is under pilotage or that the pilotage is compulsory. [14] Marine Act 1988 (Vic) s 104: A pilot is not liable in negligence in respect of the voyage on which the pilot is engaged for more than $200 plus the amount of pilotage in respect of voyage. [15] Transport Operations (Marine Safety) Act 1994 (Qld) s 101(1): A conducting pilot is not civilly liable for damage or loss caused by an act or omission of the conducting pilot. [16] Pilots Limitation of Liability Act 1962 (WA) s 3: Notwithstanding the provisions of any other Act or law, but subject to the Navigation Act 1912 of the Parliament of the Commonwealth, a pilot is not liable for neglect or want of skill in piloting a ship beyond the amount of $200 together with the amount payable to him on account of pilotage in respect of the voyage in which he was engaged when he became so liable. [17] Port Authorities Act 1999 (WA) s 99: The owner or master of a vessel moving under compulsory pilotage in a port is liable for any loss or damage caused by the vessel, or by a fault in the conduct or navigation of the vessel, in the same manner as the owner or master would be liable if pilotage were not compulsory. [18] Oceanic Crest Shipping Company v Pilbara Harbour Services Pty Ltd [1986] 160 CLR 626.

Thursday, September 19, 2019

Case Study of Dell Computer Corporation :: Business Marketing, Case Study, solution

Case Study of Dell Computer Corporation Introduction Michael Dell founded Dell Computer Corporation in 1984 with a simple vision and business concept – that personal computers can be built to order and sold directly to consumers. Michael believed his approach had two advantages: (i) by passing distributors and retail dealers eliminated the markups of resellers, and (ii) building to order greatly reduced the costs and risks associated with carrying large stocks of parts, components and finished goods. Its build-to-order and sell-direct approach proved appealing to growing numbers of customers in the mid 1990s as global PC sales rose to record level. In 1998, it was already the 3rd manufacturer in the United States with a 12% share of PC market and a nearly 6% share worldwide. The company’s fastest growing market for the past several quarters was Europe. Even during the Asia economic woes in the early 1998, Dell’s sales in Asia rose 35%. Its sales at the Internet Web site were about $5 million a day and expected to r each $1.5 billion annually by the year-end 1998. Since 1990, Dell’s stock price had exploded from 23 cents per share to $83 per share in May1998 with a 36,000% increase and was the top performing big company then. Dell’s principal products included desktop PCs, notebook computers, workstations, and servers. Its products and services were sold in more than 140 countries. The sales of desktop PCs alone accounted for about 65% of Dell’s total revenues while the rest accounted for about 33%. In early 1988, the company has 16,000 employees. Dell’s Background and Vision Dell Computer was first known as PCs Limited in 1984, selling PC components and PCs under the brand name PCs Limited. Dell’s strategy was to sell directly to end users; by eliminating the retail markup, Dell was able to sell IBM clones at about 40% below an IBM PC price. By 1985, the company was assembling its own PC designs and had about 40 employees. Sales had reached $33 million by the year ending 1986. Michael Dell sought to refine the company’s business model, add needed production capacity, and build a bigger, deeper management staff and corporate infrastructure while at same time keeping costs low. It first international offices were opened in 1987 and was renamed Dell Computer. In 1998, Dell became a public company, raised $34.2 million in its first offering of common stock. Michael Dell’s vision was for Dell Computer to become one of the top three PC companies.

Wednesday, September 18, 2019

The Potential of the Raëlian Movement through Humanism Essay -- Religi

The Potential of the Raà «lian Movement through Humanism The Raà «lian Movement, which began in late 1973, is a relative newcomer to the scene of world religions. While its late arrival has presented some difficulty in drawing followers, the movement has significant promise. The Raà «lian Movement is overtly optimistic in its belief of the innate ability of humans to live prosperous lives. The Raà «lian Movement combines principles of secular humanism effectively with scientific accounts of religious events to create a philosophy that has significant potential. On December 13, 1973, a French man named Claude Vorilhon claimed that he encountered an extraterrestrial being. The alien, called Yahweh, explained that he was a representative of an advanced race of beings, the Elohim, who created humankind is their image via cloning techniques. As an experiment, humanity failed to achieve equilibrium within itself and the world it lived in. Throughout history, the Elohim sent prophets to Earth to guide people’s way of life based on that of the superior race. A primary reason that people failed to achieve that peace is that the prophets, â€Å"whose teachings, actually scientific and not religiously oriented, had been misunderstood.† (Laderman 248) Religions thus misinterpreted the Elohim’s teachings, and their different understandings of them separated humanity. Shortly following his encounter with Yahweh, Vorilhon changed his name to Raà «l, â€Å"The Messenger.† The Elohim told him that he is the 40th and final prophet. On August 6, 1945, America dropped an atomic bomb on Hiroshima, Japan, representing the apocalypse. In this sense, ‘apocalypse’ refers to humanity’s revelation that, in the age of... ...d. James R. Lewis. Albany, NY: State University of New York Press, 1995. 105-135. Shuck, Glenn W. â€Å"Raà «lian Movement.† Religion and American Cultures: An Encyclopedia of Traditions, Diversity, and Popular Expressions. Ed. Gary Laderman and Luis Leà ³n. 3 vols. Santa Barbara, CA: ABC-Clio, 2003. â€Å"The Raà «lian Revolution.† International Raà «lian Movement. 11 April 2004. 1â€Å"The Affirmations of Humanism: A Statement of Principles.† 4 December 2003. Council for Secular Humanism. 19 April 2004. â€Å"A Secular Humanist Declaration.† 4 December 2003. Council for Secular Humanism. 19 April 2004.

Tuesday, September 17, 2019

Euroland Food S.a

UVA-F-1356 Euroland Foods S. A. ACCESSING YOUR DOCUMENT(S) Please follow these instructions to successfully access your document(s): 1. Enter your email address and click Submit. Note: Your email is the email address used to create your Darden Business Publishing account when you placed your on-line order. 2. Agree to the Terms of Use; doing so will permit you to unlock the document. 3. Select â€Å"Allow† to enable the PDF document to communicate with the external servers. (Failing to â€Å"Allow† will render the document to remain inaccessable. ) DOCUMENT EXPIRATION Our electronic delivery system is a convenient way for ou to immediately access your document and print it, while always being able to access the most current version. This document will expire in 90 days after you first open it. When the expiration date passes, the document will be locked and inaccessible, so be sure to print your hard copy if you require it. After the document is unlocked, you will be ab le to view and print it for 14 days off-line; after that, you must go to the â€Å"My Account† section of DardenBusinessPublishing. com and log into the document under â€Å"Digital Downloads†. ? Automatically sign me into this document in the future. (Do not select this when using a public computer)TERMS OF USE †¢ I understand and agree that this document will be active for viewing and printing for 90 days from the date I first open it. After 90 days, I will receive an expiration notification, and I will no longer have access to the electronic document. †¢ I understand that I may access this document on up to two different computers within the 90-day active period. †¢ I agree not to forward this document to anyone else. †¢ I agree to print only one copy of this document for my personal use. †¢ I agree to print multiple copies only if I have already purchased copyright permissions for the exact number of copies I wish to make.Document ID: 2012 -1-23 ( Version 2. 6. 0 B uild The protectedpdf technology is  © Copyright 2006 Vitrium Systems Inc. All Rights Reserved. Patents Pending. UVA-F-1356 Version 1. 1 EUROLAND FOODS S. A. In early January 2001, the senior management committee of Euroland Foods was to meet to draw up the firm? s capital budget for the new year. Up for consideration were 11 major projects that totaled more than (euro) EUR316 million. Unfortunately, the board of directors had imposed a spending limit on capital projects of only EUR120 million; even so, investment at that rate would represent a major increase in the firm? current asset base of EUR965 million. Thus, the challenge for the senior managers of Euroland Foods was to allocate funds among a range of compelling projects: new-product introduction, acquisition, market expansion, efficiency improvements, preventive maintenance, safety, and pollution control. The Company Euroland Foods, headquartered in Brussels, Belgium, was a multinational producer of high-quality ice cream, yogurt, bottled water, and fruit juices. Its products were sold throughout Scandinavia, Britain, Belgium, the Netherlands, Luxembourg, western Germany, and northern France. (See Exhibit 1 for a map of the company? marketing region. ) The company was founded in 1924 by Theo Verdin, a Belgian farmer, as an offshoot of his dairy business. Through his keen attention to product development and shrewd marketing, the business grew steadily over the years. The company went public in 1979, and, by 1993, was listed for trading on the London, Frankfurt, and Brussels exchanges. In 2000, Euroland Foods had sales of almost EUR1. 6 billion. Ice cream accounted for 60% of the company? s revenue; yogurt, which was introduced in 1982, contributed about 20%. The remaining 20% of sales was divided equally between bottled water and fruit juices.Euroland Foods? s flagship brand name was ? Rolly,? which was represented by a fat dancing bear in farmer? s clothing. Ice cream, the company? s leading product, had a loyal base of customers who sought out its high-butterfat content, large chunks of chocolate, fruit, nuts, and wide range of original flavors. This case was prepared by Casey Opitz and Robert F. Bruner, Dean and Charles C. Abbott Professor of Business Administration, and draws certain elements from an antecedent case by them. All names are fictitious. The financial support of the Batten Institute is gratefully acknowledged.It was written as a basis for class discussion rather than to illustrate effective or ineffective handling of an administrative situation. Copyright 2001 by the University of Virginia Darden School Foundation, Charlottesville, VA. All rights reserved. To order copies, send an e-mail to [email  protected] com. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means? electronic, mechanical, photocopying, recording, or otherwise? without the per mission of the Darden School Foundation. -2- UVA-F-1356 Euroland Foods sales had been static since 1998 (see Exhibit 2), which management attributed to low population growth in northern Europe and market saturation in some areas. Outside observers, however, faulted recent failures in new-product introductions. Most members of management wanted to expand the company? s market presence and introduce more new products to boost sales. Those managers hoped that increased market presence and sales would improve the company? market value. The company? s stock was currently at 14 times earnings, just below book value. This price/earnings ratio was below the trading multiples of comparable companies, and it gave little value to the company? s brands. Resource Allocation The capital budget at Euroland Foods was prepared annually by a committee of senior managers, who then presented it for approval to the board of directors. The committee consisted of five managing directo rs, the president directeur-general (PDG), and the finance director. Typically, the PDG solicited investment proposals from the managing directors.The proposals included a brief project description, a financial analysis, and a discussion of strategic or other qualitative considerations. As a matter of policy, investment proposals at Euroland Foods were subject to two financial tests: payback and internal rate of return (IRR). The tests, or hurdles, had been established in 1999 by the management committee and varied according to the type of project as shown in Table 1. Table 1. Project hurdles. Minimum Acceptable IRR Maximum Acceptable Payback Years 1. New product or new markets 12% 6 years 2. Product or market extension 10% 5 years 3.Efficiency improvements 8% 4 years 4. Safety or environmental No test No test Type of Project In January 2001, the estimated weighted-average cost of capital (WACC) for Euroland Foods was 10. 6%. In describing the capital-budgeting process, the finance director, Trudi Lauf, said: We use the sliding scale of IRR tests as a way of recognizing differences in risk among the various types of projects. Where the company takes more risk, we should earn more return. The payback test signals that we are not prepared to wait for long to achieve that return. -3- UVA-F-1356 Ownership and the Sentiment of Creditors and Investors Euroland Foods? s 12-member board of directors included three members of the Verdin family, four members of management, and five outside directors who were prominent managers or public figures in northern Europe. Members of the Verdin family combined owned 20% of Euroland Foods? s shares outstanding, and company executives combined owned 10% of the shares. Venus Asset Management, a mutual-fund management company in London, held 12%.Banque du Bruges et des Pays Bas held 9% and had one representative on the board of directors. The remaining 49% of the firm? s shares were widely held. The firm? s shar es traded in Brussels and Frankfurt, Germany. At a debt-to-equity ratio of 125%, Euroland Foods was leveraged much more highly than its peers in the European consumer-foods industry. Management had relied on debt financing significantly in the past few years to sustain the firm? s capital spending and dividends during a period of price wars initiated by Euroland. Now, with the price wars finished, Euroland? bankers (led by Banque du Bruges) strongly urged an aggressive program of debt reduction. In any event, they were not prepared to finance increases in leverage beyond the current level. The president of Banque du Bruges had remarked at a recent board meeting: Restoring some strength to the right-hand side of the balance sheet should now be a first priority. Any expansion of assets should be financed from the cash flow after debt amortization until the debt ratio returns to a more prudent level. If there are crucial investments that cannot be funded this way, then we should cut th e dividend!At a price-to-earnings ratio of 14 times, shares of Euroland Foods common stock were priced below the average multiples of peer companies and the average multiples of all companies on the exchanges where Euroland Foods was traded. This was attributable to the recent price wars, which had suppressed the company? s profitability, and to the well-known recent failure of the company to seize significant market share with a new product line of flavored mineral water. Since January 2000, all the major securities houses had been issuing ? sell? recommendations to investors in Euroland Foods shares.Venus Asset Management had quietly accumulated shares during this period, however, in the expectation of a turnaround in the firm? s performance. At the most recent board meeting, the senior managing director of Venus gave a presentation, in which he said: Cutting the dividend is unthinkable, as it would signal a lack of faith in your own future. Selling new shares of stock at this dep ressed price level is also unthinkable, as it would impose unacceptable dilution on your current shareholders. Your equity investors expect an improvement in performance. If that improvement is not forthcoming, or worse, if investors? opes are dashed, your shares might fall into the hands of raiders like Carlo de Benedetti or the Flick brothers. 1 1 De Benedetti of Milan and the Flick brothers of Munich were leaders of prominent hostile-takeover attempts in recent years. -4- UVA-F-1356 At the conclusion of the most recent meeting of the directors, the board voted unanimously to limit capital spending to EUR120 million in 2001. Members of the Senior Management CommitteeSeven senior managers of Euroland Foods would prepare the capital budget. For consideration, each project had to be sponsored by one of the managers present. Usually the decision process included a period of discussion followed by a vote on two to four alternative capital budgets. The various execu tives were well known to each other: Wilhelmina Verdin (Belgian), PDG, age 57. Granddaughter of the founder and spokesperson on the board of directors for the Verdin family? s interests. Worked for the company her entire career, with significant experience in brand management. Elected ? European Marketer of the Year? n 1982 for successfully introducing low-fat yogurt and ice cream, the first major roll-out of this type of product. Eager to position the company for long-term growth but cautious in the wake of recent difficulties. Trudi Lauf (Swiss), finance director, age 51. Hired from Nestle in 1995 to modernize financial controls and systems. Had been a vocal proponent of reducing leverage on the balance sheet. Also, voiced the concerns and frustrations of stockholders. Heinz Klink (German), managing director for Distribution, age 49. Oversaw the transportation, warehousing, and order-fulfillment activities in the company.Spoilage, transport costs, stock-outs, and control systems w ere perennial challenges. Maarten Leyden (Dutch), managing director for Production and Purchasing, age 59. Managed production operations at the company? s 14 plants. Engineer by training. Tough negotiator, especially with unions and suppliers. A fanatic about production-cost control. Had voiced doubts about the sincerity of creditors? and investors? commitment to the firm. Marco Ponti (Italian), managing director of Sales, age 45. Oversaw the field sales force of 250 representatives and planned changes in geographical sales coverage.The most vocal proponent of rapid expansion on the senior-management committee. Saw several opportunities for ways to improve geographical positioning. Hired from Unilever in 1993 to revitalize the sales organization, which he successfully accomplished. Fabienne Morin (French), managing director for Marketing, age 41. Responsible for marketing research, new-product development, advertising, and in general, brand management. The primary advocate of the re cent price war, which, although financially difficult, realized solid gains in market share. Perceived a ? window of opportunity? or product and market expansion and tended to support growth-oriented projects. Nigel Humbolt (British), managing director for Strategic Planning, age 47. Hired two years previously from a well-known consulting firm to set up a strategic planning staff -5- UVA-F-1356 for Euroland Foods. Known for asking difficult and challenging questions about Euroland? s core business, its maturity, and profitability. Supported initiatives aimed at growth and market share.Had presented the most aggressive proposals in 2000, none of which were accepted. Becoming frustrated with what he perceived to be his lack of influence in the organization. The Expenditure Proposals The forthcoming meeting would entertain the following proposals in Table 2: Table 2. Project proposals. Project Expenditure (euro millions) Sponsoring Manager 1. Replacement and expans ion of the truck fleet 33 Klink, distribution 2. A new plant 45 Leyden, production 3. Expansion of a plant 15 Leyden, production 4. Development and roll-out of snack foods 27 Morin, marketing 5. Plant automation and conveyor systems 21 Leyden, production . Effluent-water treatment at four plants 6 Leyden, production 7. Market expansion southward 30 Ponti, sales 8. Market expansion eastward 30 Ponti, sales 9. Development and introduction of new artificially sweetened yogurt and ice cream 27 Morin, marketing 10. Networked, computer-based inventorycontrol system for warehouses and field representatives 22. 5 Klink, distribution 11. Acquisition of a leading schnapps brand and associated facilities 60 Humbolt, strategic planning 1. Replacement and expansion of the truck fleet: Heinz Klink proposed to purchase 100 new refrigerated tractor-trailer trucks, 50 each in 2001 and 2002.By doing so, the company could sell 60 old, fully depreciated trucks over the two years for a total of EUR4. 05 million. The purchase would expand the fleet by 40 trucks within two years. Each of the new trailers would be larger than the old trailers and afforded a 15% increase in cubic meters of goods hauled on each trip. The new tractors would also be more fuel- and maintenance-efficient. The increase in the number of trucks would permit more flexible scheduling and more efficient routing and servicing of the fleet than at present and would cut delivery times and, therefore, possibly inventories. It -6- UVA-F-1356 would also allow more frequent deliveries to the company? s major markets, which would reduce the loss of sales caused by stock-outs. Finally, expanding the fleet would support geographical expansion over the long term. As shown in Exhibit 3, the total net investment in trucks of EUR30 million and the increase in working capital to support added maintenance, fuel, payroll, and inventories of EUR3 million was expected to yield total cost savings and added sale s potential of EUR11. million over the next seven years. The resulting IRR was estimated to be 7. 8%, marginally below the minimum 8% required return on efficiency projects. Some of the managers wondered if this project would be more properly classified as ? efficiency? than ? expansion.? 2. A new plant: Maarten Leyden noted that Euroland Foods yogurt and ice-cream sales in the southeastern region of the company? s market were about to exceed the capacity of its Melun, France, manufacturing and packaging plant. At present, some of the demand was being met by shipments from the company? s newest, most efficient facility, located in Strasbourg, France.Shipping costs over that distance were high, however, and some sales were undoubtedly being lost when the marketing effort could not be supported by delivery. Leyden proposed that a new manufacturing and packaging plant be built in Dijon, France, just at the current southern edge of the Euroland Foods marketing region, to take the burden off the Melun and Strasbourg plants. The cost of that plant would be EUR37. 5 million and would entail EUR7. 5 million for working capital. The EUR21 million worth of equipment would be amortized over seven years, and the plant over ten years.Through an increase in sales and depreciation and the decrease in delivery costs, the plant was expected to yield after-tax cash flows totaling EUR35. 6 million and an IRR of 11. 3% over the next 10 years. This project would be classified as a market extension. 3. Expansion of a plant: In addition to the need for greater production capacity in Euroland Foods? s southeastern region, its Nuremberg, Germany, plant had reached full capacity. This situation made the scheduling of routine equipment maintenance difficult, which, in turn, created production scheduling and deadline problems.This plant was one of two highly automated facilities that produced the Euroland Foods? s entire line of bottled water, mineral water, and fruit juices. The Nurembe rg plant supplied central and western Europe. (The other plant, near Copenhagen, Denmark, supplied the Euroland Foods northern European markets. ) The Nuremberg plant capacity could be expanded by 20% for EUR15 million. The equipment (EUR10. 5 million) would be depreciated over seven years, and the plant over ten years. The increased capacity was expected to result in additional production of up to EUR2. 5 million a year, yielding an IRR of 11. 2%. This project would be classified as a market extension. 4. Development and roll-out of snack foods: Fabienne Morin suggested that the company use the excess capacity at its Antwerp spice- and nut-processing facility to produce a line of dried fruits to be test-marketed in Belgium, Britain, and the Netherlands. She noted the strength of the Rolly brand in those countries and the success of other food and beverage companies that had expanded into snack food production. She argued that the Euroland Foods? reputation for wholesome, quality pr oducts would be enhanced by a line of dried fruits and, further, that name -7- UVA-F-1356 association with the new product would probably even lead to increased sales of the company? s other products among health-conscious consumers. Equipment and working-capital investments were expected to total EUR22. 5 million and EUR4. 5 million, respectively, for this project.The equipment would be depreciated over seven years. Assuming the test market was successful, cash flows from the project would be able to support further plant expansions in other strategic locations. The IRR was expected to be 13. 4%, slightly above the required return of 12% for new-product projects. 5. Plant automation and conveyer systems: Maarten Leyden also requested EUR21 million to increase automation of the production lines at six of the company? s older plants. The result would be improved throughput speed and reduced accidents, spillage, and production tieups.The last two plants the compan y had built included conveyer systems that eliminated the need for any heavy lifting by employees. The systems reduced the chance of injury by employees; at the six older plants, the company had sustained an average of 223 missed-worker days per year per plant in the last two years because of muscle injuries sustained in heavy lifting. At an average hourly total compensation rate of EUR14. 00 an hour, more than EUR150,000 a year were thus lost, and the possibility always existed of more serious injuries and lawsuits. Overall, cost savings and depreciation totaling EUR4. 3 million a year for the project were expected to yield an IRR of 8. 7%. This project would be classed in the efficiency category. 6. Effluent-water treatment at four plants: Euroland Foods preprocessed a variety of fresh fruits at its Melun and Strasbourg plants. One of the first stages of processing involved cleaning the fruit to remove dirt and pesticides. The dirty water was simply sent down the drain and into th e Seine or Rhine Rivers. Recent European Community directives called for any wastewater containing even slight traces of poisonous chemicals to be treated at the sources, and gave companies four years to comply.As an environmentally oriented project, this proposal fell outside the normal financial tests of project attractiveness. Leyden noted, however, that the water-treatment equipment could be purchased today for EUR6 million; he speculated that the same equipment would cost EUR15 million in four years when immediate conversion became mandatory. In the intervening time, the company would run the risks that European Community regulators would shorten the compliance time or that the company? s pollution record would become public and impair the image of the company in the eyes of the consumer.This project would be classed in the environmental category. 7 and 8. Market expansions southward and eastward: Marco Ponti recommended that the company expand its market southward to include s outhern France, Switzerland, Italy, and Spain, and/or eastward to include eastern Germany, Poland, Czechoslovakia, and Austria. Ponti believed the time was right to expand sales of ice cream, and perhaps yogurt, geographically. In theory, the company could sustain expansions in both directions simultaneously, but practically, Ponti doubted that the sales and distribution organizations could sustain both expansions at once.Each alternative geographical expansion had its benefits and risks. If the company expanded eastward, it could reach a large population with a great appetite for frozen dairy products, but it would also face more competition from local and regional ice cream -8- UVA-F-1356 manufacturers. Moreover, consumers in eastern Germany, Poland, and Czechoslovakia did not have the purchasing power that consumers to the south did.The eastward expansion would have to be supplied from plants in Nuremberg, Strasbourg, and Hamburg. Looking southward, the table s were turned: more purchasing power and less competition but also a smaller consumer appetite for ice cream and yogurt. A southward expansion would require building consumer demand for premium-quality yogurt and ice cream. If neither of the plant proposals (proposals 2 and 3) was accepted, then the southward expansion would need to be supplied from plants in Melun, Strasbourg, and Rouen. The initial cost of either proposal was EUR30 million of working capital.The bulk of this project? s costs was expected to involve the financing of distributorships, but over the 10-year forecast period, the distributors would gradually take over the burden of carrying receivables and inventory. Both expansion proposals assumed the rental of suitable warehouse and distribution facilities. The after-tax cash flows were expected to total EUR56. 3 million for southward expansion and EUR48. 8 million for eastward expansion. Marco Ponti pointed out that southward expansion meant a higher possible IRR bu t that moving eastward was a less risky proposition.The projected IRRs were 21. 4% and 18. 8% for southern and eastern expansion, respectively. These projects would be classed in the marketextension category. 9. Development and introduction of new artificially sweetened yogurt and ice cream: Fabienne Morin noted that recent developments in the synthesis of artificial sweeteners were showing promise of significant cost savings to food and beverage producers as well as stimulating growing demand for low-calorie products. The challenge was to create the right flavor to complement or enhance the other ingredients.For ice cream manufacturers, the difficulty lay in creating a balance that would result in the same flavor as was obtained when using natural sweeteners; artificial sweeteners might, of course, create a superior taste. In addition, EUR27 million would be needed to commercialize a yogurt line that had received promising results in laboratory tests. This cost included acquiring s pecialized production facilities, working capital, and the cost of the initial product introduction. The overall IRR was estimated to be 20. 5%.Morin stressed that the proposal, although highly uncertain in terms of actual results, could be viewed as a means of protecting present market share, because other high-quality icecream producers carrying out the same research might introduce these products; if the Rolly brand did not carry an artificially sweetened line and its competitors did, the brand might suffer. Morin also noted the parallels between innovating with artificial sweeteners and the company? s past success in introducing low-fat products. This project ould be classed in the new-product category of investments. 10. Networked, computer-based inventory-control system for warehouses and field representatives. Heinz Klink had pressed unsuccessfully for three years for a state-of-the-art -9- UVA-F-1356 computer-based inventory-control system that would lin k field sales representatives, distributors, drivers, warehouses, and possibly even retailers.The benefits of such a system would be shorter delays in ordering and order processing, better control of inventory, reduction of spoilage, and faster recognition of changes in demand at the customer level. Klink was reluctant to quantify these benefits, because they could range between modest and quite large amounts. This year, for the first time, he presented a cash-flow forecast, however, that reflected an initial outlay of EUR18 million for the system, followed by EUR4. 5 million in the next year for ancillary equipment. The inflows reflected depreciation tax shields, tax credits, cost reductions in warehousing, and reduced inventory.He forecast these benefits to last for only three years. Even so, the project? s IRR was estimated to be 16. 2%. This project would be classed in the efficiency category of proposals. 11. Acquisition of a leading schnapps2 brand and associated facilities. N igel Humbolt had advocated making diversifying acquisitions in an effort to move beyond the company? s mature core business but doing so in a way that exploited the company? s skills in brand management. He had explored six possible related industries in the general field of consumer packaged goods and determined that cordials and liqueurs offered unusual opportunities for eal growth and, at the same time, market protection through branding. He had identified four small producers of well-established brands of liqueurs as acquisition candidates. Following exploratory talks with each, he had determined that only one company could be purchased in the near future, namely, the leading private European manufacturer of schnapps, located in Munich. The proposal was expensive: EUR25 million to buy the company and EUR30 million to renovate the company? s facilities completely while simultaneously expanding distribution to new geographical markets.The expected returns were high: after-tax cash flows were projected to be EUR198. 5 million, yielding an IRR of 27. 5%. This project would be classed in the new-product category of proposals. Conclusion Each member of the management committee was expected to come to the meeting prepared to present and defend a proposal for the allocation of Euroland Foods? s capital budget of EUR120 million. Exhibit 3 summarizes the various projects in terms of their free cash flows and the investment-performance criteria. 2 Any of various strong dry liquors, such as a strong Dutch gin.Definition borrowed from American Heritage ® Dictionary of the English Language, 4th ed. -10- UVA-F-1356 Exhibit 1 EUROLAND FOODS S. A. Nations where Euroland Foods Competed Note: The shaded area on this map reveals the principal distribution region of Euroland? s products. Important facilities are indicated by the following figures: 1 2 3 4 5 6 7 8 9 10 Headquarters, Brussels, Belgium Plant, Antwerp, Belgium Plant, Strasbourg, France Plant , Nuremberg, Germany Plant, Hamburg, GermanyPlant, Copenhagen, Denmark Plant, Svald, Sweden Plant, Nelly-on-Mersey, England Plant, Caen, France Plant, Melun, France -11- UVA-F-1356 Exhibit 2 EUROLAND FOODS S. A. Summary of Financial Results (all values in euro millions, except per-share amounts) Fiscal Year Ending December 1998 1999 Gross sales 1,614 1,608 1,611 Net income 77 74 56 1. 13 1. 08 0. 81 Dividends 30 30 30 Total assets 716 870 984 Shareholders? equity (book value) 559 640 697 1,271 1,258 784 Earnings per shareShareholders? equity (market value) 2000 -12- UVA-F-1356 Exhibit 3 EUROLAND FOODS S. A. Free Cash Flows and Analysis of Proposed Projects1 (all values in euro millions) Project 1 2 Expand Truck Fleet (note 3) Investment Property Working Capital 3 New Plant (Dijon, France) 4 5 6 Expanded Automation Plant and (Nuremberg, Conveyer Germany) Snack Foods S ystems 7 8 9 10 Southward Expansion (note 5) Eastward E xpansion (note 5) A rtificial S weetener InventoryControl S ystem StrategicA cquisition (note 6) 30. 00 3. 00 37. 50 7. 50 15. 00 0. 00 -17. 10 -11. 85 4. 50 5. 25 6. 00 6. 75 7. 50 10. 50 11. 55 -45. 00 3. 00 7. 50 8. 25 9. 00 9. 38 9. 75 10. 13 7. 50 7. 88 8. 25 35. 63 -15. 00 1. 88 2. 25 2. 63 3. 00 3. 38 3. 75 2. 25 2. 25 2. 25 2. 25 10. 88 6 4 6 5 6 5 7 6 6 4 5 6 IRR Minimum Accepted ROR Spread 7. 8% 8. 0% -0. 2% 11. 3% 10. 0% 1. 3% 11. 2% 10. 0% 1. 2% 13. 4% 12. 0% 1. 4% 8. 7% 8. 0% 0. 7% NPV at Corp. WACC (10. 6%) -2. 88 1. 49 0. 41 3. 74 NPV at Minimum ROR -0. 19 2. 81 0. 82 Equivalent Annuity (note 2) -0. 04 0. 46 0. 13 Y ear 0 1 2 3 4 5 6 7 8 9 10 Undiscounted Sum Payback (years) Maximum Payback Accepted 2. 50 21. 00 0. 00 0. 00 4. 50 0. 00 30. 00 30. 00 EXPECTED FREE CASH FLOWS (note 4) -9. 00 -21. 00 -30. 00 -30. 00 -9. 00 4. 13 5. 25 4. 50 -9. 00 4. 13 6. 00 5. 25 4. 50 4. 13 6. 75 6. 00 4. 50 4. 13 7. 50 6. 75 6. 00 4. 13 8. 25 7. 50 6. 75 4. 13 9. 00 8. 25 7. 50 4. 13 9. 75 9. 00 8. 25 1 0. 50 9. 75 9. 00 11. 25 10. 50 9. 75 12. 00 11. 25 29. 25 7. 88 56. 25 48. 75 22. 50 4. 50 22. 50 0. 00 45. 00 15. 00 -27. 00 4. 50 6. 00 6. 75 7. 50 7. 50 7. 50 7. 50 7. 50 7. 50 7. 50 42. 75 -18. 00 8. 25 8. 25 7. 50 6. 00 -25. 00 -30. 00 7. 50 13. 50 16. 50 19. 50 22. 50 25. 50 28. 50 31. 50 88. 50 198. 50 5 6 5 6 3 4 5 6 21. 4% 12. 0% 9. 4% 8. 8% 12. 0% 6. 8% 20. 5% 12. 0% 8. 5% 16. 2% 8. 0% 8. 2% 27. 5% 12. 0% 15. 5% -1. 31 17. 99 13. 49 13. 43 1. 75 69. 45 1. 79 0. 48 14. 85 10. 62 10. 97 2. 67 59. 65 0. 32 0. 09 2. 63 1. 88 1. 94 1. 03 10. 56 1 The effluent treatment program is not included in this exhibit. The equivalent annuity of a project is that level annual payment that yields a net present value equal to the NPV at the minimum required rate of return for that project. Annuity corrects for differences in duration among various projects. In ranking projects on the basis of equivalent annuity, bigger annuities create more investor wealth than smaller annuities. This refl ects EUR16. 5 million spent both initially and at the end of year one. 4 Free cash flow = Incremental profit or cost savings after taxes + Depreciation Investment in fixed assets and working capital. 5 Franchisees would gradually take over the burden of carrying receivables and inventory. 6 EUR25 million would be spent in the first year, EUR30 million in the second, and EUR5 million in the third. 2

Monday, September 16, 2019

Huntsville Project

Karen Brown PROJ586 Huntsville Project November Term Week Three Question #1 Estimated Completion Time of Project According to the requirements that we have set for this project we will not be able to complete it by the expected date of November 2013. With the amount of resources that we need to complete the project our new projected end date is January 30, 2014. There are a few options that we can take to reduce the amount of time needed to complete this project by the proposed date of November 2013. Proposed Changes to ScheduleWe can expedite the project by reducing the amount of time we have slated for some of our larger tasks. By recalculating and essentially shortening the schedule we can decrease our project by 10%. â€Å"A change in the estimated duration of any activity on that path will cause a corresponding change in the slack for that path. † (Gido and Clements 167). Currently we have several tasks that we can reduce time: * Recruiting & Training Managers 6 weeks (CP ) * Creating Building Design 6 weeks (CP) * Building Construction 40 weeks (CP) Procuring Equipment 24 weeks * Procuring Truck Fleet 8 weeks (CP) Of the five tasks identified, four of these tasks are along our critical path and attribute to 60 weeks or a little more than a year. If we were able to reduce tasks along the critical path by 30% it would provide us an extra 18 weeks or four-and-a-half months to complete the schedule. According to our current schedule we are exceeding our schedule by two-and-a-half months. I am proposing that we reduce all of the aforementioned items by a total of 0% will save us two-and-a-half months on our schedule and should provide adequate time to complete the project in the specified time. Proposed Weekly Allotments * Recruiting & Training Managers 5 weeks (CP) * Creating Building Design 5 weeks (CP) * Building Construction 36 weeks (CP) * Procuring Equipment 21 weeks * Procuring Truck Fleet 7 weeks (CP) Reallocating Resources In order to reduce the amount of time we have for each project, we will also need to change how we currently have our resources allocated.The largest impacts we potentially face are hiring additional staff increasing our costs and scope. In order to complete the building construction in 36 weeks, we will need to hire additional construction workers through our general contractor. The other tasks will require looking at the task leads and reallocating their percentage of responsibility and possibly moving someone to from task to another to complete on time. Question #2 After reviewing the Allocated Resources Reported we are currently over allocated in the beginning phases of the project.The Facility Specialist is has about 110% of responsibilities in the first week of the project. There are a couple of options that we have available to combat this problem. Reassigning Tasks This can be resolved by having the Project Management in a more active role selecting an architect. By increasing the Project Manager s workload to 10% it allows for us to reduce the Facility Specialist load to 50%, leaving him at 100% for the first couple of weeks of the project. Resource Leveling Another approach that we can take to rectify our over allocation is to level the project.Leveling the projects that are over allocated will result in one project being placed on hold until another project is complete (Gido and Clements 234). The task that is over allocated, selecting an architect, has no successors so it will not directly affect any of the other tasks in the Work Breakdown Structure. Resource-Limited Scheduling This option will allow for us to create a new truncated schedule that equally matches our staffing capacities. Instead of spending two weeks to look for an architect we can shorten that timeframe to one week. That additional week will allow for staff to spend time on their other assignments.All of these tasks have a positive slack, meaning they have some time to be completed because they are not along critical paths, and should not change the date in which the project will be completed. Of the three options that are available, Resource Leveling will be the most efficient to achieving our goals an d having the right amount of expertise involved in the project. References Gido, J. & Clements, P. (2011). Successful Project Management, Fifth Edition. South-Western College Pub. , 2011. A Guide to the Project Management Body of Knowledge (PMBOK Guide), Fourth Edition. Pennsylvania: Project Management Institute, 2008

Sunday, September 15, 2019

Plato and Stephen Hawking Essay

1. If some parties lead to trouble and trouble should be avoided, then some parties should be avoided. (m) Trouble (p) should be avoided (s) Some parties (m) lead to trouble (s) Some parties (p) should be avoided 2. Physicists are the only scientists who theorize about the nature of time and Stephen Hawking certainly does that. Therefore, Stephen Hawking must be a physicist. (p) Physicists are the only scientists who (m) theorize about the nature of time (s) Stephen Hawking (m) theorizes about the nature of time (s) Stephen Hawking (p) should be a physicist 3. Obviously J.R. is married, he’s wearing a ring. (m) Men that wear rings (p) are married (s) J.R. (m) is wearing a ring (s) J.R. (p) is married 4. If people should be paid comparative salaries for comparable work, then since women are people, it’s obvious that women should earn the same salary as men. People should be paid comparative salaries for comparable work Women are people Women should earn the same salary as men. 5. Everything must have a cause, then God must have a cause. After all God is something. Everything must have a cause God is something God must have a cause 6. Scientists today claim that the Peruvian Andes, a long mountain chain running the length of the Pacific plate of South America, are caused by subduction of the earth’s crust. Subduction is caused when two continents collide resulting in rock formation. El Mirador, one of the most famous peaks, is a mountain in that chain. It contains elements found in all molten rock such as basalt and lava. Scientist are convinced that El Mirador is a product of the subduction process. 7. In their never-ending quest to seek more efficient killing methods, scientists and engineers in the U.S. Army’s research and development division have produced a new biological agent. From previous studies the bio-technicians have seen that all biological agents capable of destroying the central nervous system are more cost-effective than explosive devices such as bullets or bombs. The new agent entitled The Patriot Bug effectively neutralizes the central impulse to the brain, killing a human being in just two minutes and it does this cheaply. The army will seek approval to deploy this agent at next month’s Pentagon meeting. 8. The California Supreme Court severely limited the rights of overweight-people to sue for job discrimination, ruling yesterday against a 305 pound woman who claimed she was denied a job in a health food store because of her size. By a 7-0 vote the court held that job applicants turned away because of weight cannot sue unless there is evidence of a physiological systemic basis for their condition. A person’s girth alone is not enough to qualify as a physical handicap protected by state discrimination laws, the justices ruled. The court didn’t specify what medical evidence is required but one employment lawyer speculated that a person overweight because of diabetes could sue. The ruling was a defeat for Toni Cassista, a five foot for woman who claimed she was illegally denied a job at a Santa Cruz health food store because of her weight. 9. This is from a Platonic Dialogue called the Crito: Socrates: Again Crito, can we do evil? Crito: Surely not, Socrates. Socrates: And what of doing evil in return for evil, which is the morality of the â€Å"many†, (society) is that just or not. Crito: Not just. Socrates: For doing injury is the same as injuring him? Crito: Very true. Socrates: Then we ought not to retaliate or render evil for evil to any one, whatever evil may have suffered from him†¦ 10. All Peace Corps volunteers are people who have witnessed poverty and desolation and all people insensitive to human need are people who have never witnessed poverty and desolation. Thus, all Peace Corps volunteers are people sensitive to human need. People who have never witnessed poverty and desolation are insensitive to human needs All Peace Corps volunteers are people who have witnessed poverty and desolation All Peace Corps volunteers are people sensitive to human needs 11. Some unintentional killings are not punishable offenses inasmuch as all cases of self-defense are un-punishable offenses and some intentional killings are cases of self-defense. All cases of self-defense are un-punishable offenses Some intentional killings are cases of self-defense Some unintentional killings are not punishable 12. The US surgeon General latest report on cigarettes and cancer is an interesting example of natural selection in the late 20th century. The intelligent members of our species will quit smoking and survive. The dummies will continue to puff away. 13. Policies to limit alcohol abuse in the military are the best preventative to alcohol abuse. If the Defense Department is so intent of fighting alcohol abuse why does it make alcohol so readily available? Alcohol is tax free at post liquor stores and enlisted and officers clubs make drinking almost a mandatory facet of military life. 14. Toy corporations which promote the purchase of toy guns give children a clear message that the best way to deal with frustration and conflict is with a gun. Yes, toy corporations spend millions on developing new toy weapons every year. What message are we sending our youth? The purchase of toy guns give children a clear message that the best way to deal with frustration and conflict is with a gun. Toy corporations spend millions on developing new toy weapons every year. Toy corporations which promote the purchase of toy guns give children a clear message that the best way to deal with frustration and conflict is with a gun.