COMPARE AND CONTRAST TWO POEMS Essay Example | Topics and Well Written Essays - 250 words - 1

Thoroughly analyze TWO POEMS - Essay Example The sonnet basically manages the quick worries of endurance and traveling through the uncovered and once in a while dim conditions that were regular obstructions during this time in African-American people group. She discloses to her child to continue pushing ahead: â€Å"So, kid, don’t you turn around/Don’t you set down on the steps† (14-15). The precious stone step functions admirably as a representation forever; her recommendation not the slightest bit tends to the subtleties or increasingly positive parts of life, however basically the need to endure and get past the day. Meinke’s sonnet, while likewise communicating his recommendation to a child, is totally different in introduction and explicit substance. As with Hughes’ sonnet, the author is talking legitimately with the target group and offers guidance through symbolism and similitude. As indicated by Meinke, the reason forever is to live each day completely while likewise getting ready for what's to come. Excellence on the planet assumes a significant job in carrying on with a full life. The creator expresses that â€Å"Beauty is nectar/And nectar, in a desert, saves† (Meinke 13-14). The sonnet finishes on a telling note in regards to the delights throughout everyday life and the need to appreciate each experience and encounters: â€Å"And consistently serve bread with your wine/But child, consistently serve wine† (21-22). Meinke’s sonnet communicates estimations that Hughes’ mother can't completely comprehend; for her, on account of the difficulties she knows and encounters every day, the advantage of getting a charge out of life’s increasingly positive contributions is a remote idea. Hughes and Meinke have introduced two contrasting perspectives that compare a world loaded with magnificence with that of an increasingly infertile, boring condition. The two sonnets effectively pass on parental concerns and useful tidbits that are to enable their particular children to live and work in the worldâ€the principle contrast being that Hughes’ mother takes a stab at basic endurance, while Meinke’s parent can

A literature review. The purpose of such a characterization is to set Essay

A writing survey. The motivation behind such a portrayal is to set up the requirement for your commitment. Synopses of a - Essay Example Amitai Etzioni declares that guidelines are the best approach to forestall a financial decay achieved by organizations. As far as the purchaser utilization, a culture change overrides guidelines, yet it appears to be too hard to even think about developing such a change. Numerous Americans have kept on striving to support their jobs regarding arriving at their needs. As he notes â€Å"what should be eradicated†¦ the fixation on obtaining that has become the sorting out guideline of American life† (Etzioni, 2012). Individuals get to extraordinary length for the sole reason for amplifying their income with an end goal to meeting their physiological-roused needs. The general public has marked more cash and more things to mean ‘good life’ when in genuine terms the battles are a lot of contrasted with the advantages thereof. He keeps on attesting that the free enterprise has been the key player in encouraging the purchaser patterns seen. In any case, private enter prise can't be exclusively accused on the troubles, what should be done is making a harmony among utilization and different commitment (Etzioni, 2012). The recognition that expanded pay identifies with expanded satisfaction is lost and can't hold. This isn't a promotion for laxity in endeavoring to be monetarily steady, yet a call for people to be discerning of the need to direct their utilization. As a result of the discernment taken against utilization, people in general ought to be made to comprehend that sensible utilization couldn't be identified with disappointment (Etzioni, 2013). Then again, Juliet Schor presents a view that utilization ought to be individualized and not be introduced as an open undertaking. She discusses the lost reasoning that prompts people to continue spending. Her proposals unmistakably delineate an efficient way to deal with utilization. She noticed that a good living ought to be a factor of fulfilling the necessities and not the needs. Furthermore, sh e advocates that the center ought to be to improve the personal satisfaction and not a craving to see the monstrous things surrounding them, pushing hard to have a place with an utilization class is an insignificant and uprooted move. The utilization levels should be such that it supports preservation of the environment. Utilization likewise ought to be made to be unrestrained choice without having impacts from the makers and retailers (Schor, 1999). The two creators build up a shared view of contention. From their perspectives, ‘political’ viewpoints in the utilization chain have hampered opportunity of utilization. They unequivocally advocate for an adjustment in utilization culture trying to differ the present spending elements. Personal satisfaction has additionally been underscored; people ought not just spotlight on gaining and being diminished to customers who don't have even an opportunity to do it. The brief period accessible is fixed with one action after the other. They additionally call for guidelines through the administration and the important partners so as to make a need-related utilization. Renewal of buyer and work developments to concentrate on this covered up yet perilous pattern is a dire need trying to secure the shoppers. Toward the finish of their contentions, the recommendations gave are one-sided on social change among the customers so as to forestall pointless difficult work whose items are hopeless spent in making acquisitions.

A Guide for Product Life Cycle Management

A Guide for Product Life Cycle Management The progression of a product from its  launch  into a market, its growth and popularity and eventual decline and removal from the same market is known as the product life cycle. It can be broken up into  4 basic stages:Introduction  â€"  Following  product development, the marketing team develops a promotion and sales strategy and introduced a product to the market. Sales may be low and the product may or may not have competitors to contend with.Growth  â€"  Once product acceptance is established, sales begin to rise. The product may undergo further development to stay relevant.Maturity  â€"  Sales may now have peaked and there may be abundant competitors offering similar or better solutions ensuring stiff competition. It may become difficult to stay on top and stay relevant.Decline  â€"  Sales now actively begin to decline and the product may be seen as stagnant and redundant. The product may be phased out at this point.There is no set time period for each stage. It is dependent on the nature of the product, how often it is developed to stay competitive, how loyal a following it develops, how aggressive the marketing and sales are, and how competitive the industry is. Given the uncertain nature of the cycle, it become extremely important for organizations to effectively manage this cycle. © Shutterstock.com | DusitIn this article, we look at 1) product life cycle management, 2) phases in product life cycle management, 3) product lifecycle management goals, 4) benefits of product life cycle management, 5) maintaining successful product life cycle management, and 6) examples of successful product life cycle management.PRODUCT LIFE CYCLE MANAGEMENTProduct life cycle management or PLM is not merely technology but an essential business approach to managing a product from its conception to its decline. The clarity of the PLM process is foremost in ensuring effective management of the product. The process will encompass all aspects of the product including relevant data, the people involved, and the business and technical manufacturing processes. The PLM then becomes the anchor connecting different areas and allows for clear and effective communication among them.Overview of PLM The Core PLM ConceptAt its core, the PLM process aims to establish and protect information defin ing the product. This information is then shared with stakeholders to ensure that the product remains in focus and a priority proactively to ensure it is managed in the best possible way. The three core principles therefore are:Provision of secure and managed access of the product informationMaintenance of information integrity throughout the life of the productManagement of business processes that will use, share and build on this informationPHASES IN PRODUCT LIFE CYCLE MANAGEMENTThe following process can help even the smallest organizations develop and maintain an  effective PLM process:1. Plan StrategizeIt is vital to begin by establishing company requirements and defining the criteria for success. Companies vary in what they produce and how they sell it. Once these requirements and criteria are defined, work can begin on establishing a channel for the product to flow through and information relevant to the product can be made available centrally to all those who are relevant to its lifetime in the market. Shortcomings in existing processes can also be highlighted here and those areas necessary for gaining or maintaining a competitive advantage identified.2. Consolidate InformationNo matter what PLM process or solution is employed, it is necessary to gather all data and information pertinent to the product in one central location. This will allow access to all relevant people and reduce redundancy, rework or conflicts in design or development.3. Establish Internal CollaborationOnce all the information is centralized, access to it should be provided to different teams and collaborations made mandatory.  Design, manufacturing, procurement and sales units should work together to ensure the most relevant product.4. Automate New InformationAll subsequent development work to a product, design or otherwise, should feed back into the information repository to allow continued access to relevant information. There may be several potential changes or developments und erway at any point. An automated system should allow the most updated information to be accessible.5. Link Product Design, Manufacturing and MarketingIf there are any changes to the product design being worked on, then timely communication of the same to the manufacturing unit will allow them to have the necessary raw materials on hand to begin manufacture as soon as the design is complete. Similarly, if a new product design is to be sold to the customer, the marketing unit should have sufficient time to plan for and promote this in the market to generate interest. This link is vital to the success of the product in its life cycle.6. Establish External CommunicationIn the same concept as above, it is a good idea to communicate with suppliers and end users. Suppliers can be informed of changes and new part requirements and customer feedback and requirements can be incorporated into the product designs and redesigns.A focus on these 6 points will be a step towards ensuring a longer an d more successful growth stage for the product in its life cycle.PRODUCT LIFE CYCLE MANAGEMENT  GOALSThe  basic goal of a PLM  should be to create a simple and flexible process that is easy to use and maintain.SimplicityAll kinds of costs associated with a PLM can be managed by automating the process and making full use of its features. Users of the system should have as much autonomy to manage their own tasks as possible. Information should be clear and easy to access and use.FlexibilityThe work and rework associated with a product during its lifecycle can be optimized by ensuring that redesigns are easy to add on to existing products without starting from scratch. All processes should have standard definitions to avoid overlap and conflicts.BENEFITS OF PRODUCT LIFE CYCLE MANAGEMENTBy now, it is abundantly clear that to remain relevant and successfully manage a product through its life cycle, it is vital to have a clear system to manage all the data and streamline processes. The  b enefits of this PLM system  are numerous and of great value to the business. Some of these benefits are:Time to MarketWith a central repository of data, a product can be developed much faster from design to prototype and launch. There is less rework and less redundancy of effort. This results in quicker time to market and allows the business to stay ahead of competitors and establish customer loyalty.Compliance RisksBecause all areas that work on the product have the same information, it becomes easier to stay compliant with any laws and regulations. This reduces risks of expensive recalls, legal action and loss of sale and consumers.CostsAs a result of better communication and collaboration, there is significantly less re-work and re-design as the product incorporates necessary consumer features and compliance requirements during initial design runs. This helps reduce costs associated with multiple design and product testing iterations.ProductivityOne more benefit of common and eas y to access information is increased productivity. There is significantly less time spent on replicating data, requesting for information, waiting for approvals and basic research. Relevant updated data allows everyone to focus on the task at hand and not be overrun by unproductive parallel activities.Increased RevenueWith reduced costs, faster time to market, and relevant products that fulfill a customer need, a PLM system can directly help accelerate revenue growth. The more relevant and reliable a product is, the more loyal its customer base and in turn, more sales when this loyalty is converted to purchase behavior.InnovationWith teams being able to work together and share information, there is more time to focus on innovation without compromise on quality or time to market. New designs and features as well as new products can be introduced to meet the changing needs of the consumer base.Product QualityA combined source of information and a unified strategy ensures that there is consistency in product quality. Through the PLM processes, it is possible to build checks for product quality into all the necessary processes and ensure customer satisfaction.Overall, a successful PLM allows operational benefits to the company in three major areas:Internal EfficiencyInternal efficiency is the easiest benefit of PLM to prove. This involves streamlining areas such as RD, manufacturing as well as prototype development and testing.Efficiency for SuppliersThis area offers a lot of room to reduce costs and earn better  return  on  investment. A successful PLM process will focus on a lower cost design which will then need less complicated parts and fewer steps to production. Efficiency in this area also means more effective purchase and customer service process.Efficiency for CustomersAn important operational benefit of a PLM process is a more focused understanding of customer needs and requirements. This leads to better product design with less redundant features and le ss unnecessary product development or re-design steps. This in turn leads to more satisfied and loyal customer who will not only purchase repeatedly but hopefully also endorse the product.MAINTAINING SUCCESSFUL  PRODUCT LIFE CYCLE MANAGEMENTEvery company will have a unique PLM that encompasses all relevant business processes and data. There is no one successful plan that all can follow. But four best practice steps identified and articulated by Accenture come close to ensuring maximum benefit from any PLM process. These are:Step 1: Create an enterprise wide framework to define PLM capabilitiesHere, the company needs to identify what the actual PLM activities are and then re-evaluate existing PLM capabilities. All processes, their applications, relevant metrics and data that follow the product through its lifecycle need to be carefully studied and their effectiveness critically evaluated. This process can help identify any incoherent or disconnected areas and work on streamlining the se. This activity can also help ensure that all metrics measure what they should.Step 2: Link PLM framework’s capabilities to key corporate and product prioritiesBased on the company’s strategic focus, a few relevant metrics should be identified to measure the performance of the product development activities. These should not be linked to the performance of one function or team but to the entire cross functional activity.Step 3: Use the prioritized PLM framework as an investment planning toolThe results gathered from the metrics put in place can feed directly into investment planning activities. Stakeholders can assess this information and make relevant decisions regarding future products and their potential impact.Step 4: Establish a group to own and update the PLM framework and corporate roadmapTo make the PLM and its output a permanent feature in the organization rather than alone project, it is a necessary step to form a special team to work on making the PLM process sustai nable and ensure its continued relevance to the organization. This team needs to have complete support from senior management and a sponsor from amongst the executive group.EXAMPLES OF SUCCESSFUL  PRODUCT LIFE CYCLE MANAGEMENTSeveral companies continue to use effective and well-designed PLM processes to maintain and enhance positions in their respective industries. Two such examples are mentioned below.AdidasThe BusinessAs a provider of multiple products to a variety of both professional athletes and teams, and regular consumers,  Adidas  concurrently develops and launches a continuous stream of these at any point in time. This massive focus on meeting customer needs, while providing both customization and volume is the reason why the company felt the need to develop a PLM structure to allow collaboration within all units involved in the product life cycle.The ChallengePre PLM, all information was isolated which resulted in issues with sharing information quickly and easily across g roups. There was also the issue of legacy technologies that hindered collaboration and resulted in a lack of shared product knowledge. Because of this isolation, there were concerns about the integrity of data as well as supplicate efforts in recording data into systems. These isolated systems meant that for anyone to be shifted across a division, there would need to be significant resource allocation for retraining activities.The SolutionAdidas acquired Reebok and its existing PLM infrastructure and framework in 2006. This allowed the company to populate one database for complete product related information as well as a solution for managing material requirements for efficient design and development of products. Also created was a collaboration platform across countries and regions which helped reduce product development cycle times. Streamlined systems meant that it was now possible to design new products quickly with less need for changes. There was also greater support for concu rrent business models and product development and release timelines which then helped with increased features and customization.NissanThe Business Founded in 1933 in Japan, Nissan Motor Co manufactures and sells automobiles in over 20 countries around the world. In addition to this, the company also develops, manufactures, and sells marine equipment.The ChallengeWith ongoing challenges to reduce time to market in order to compete successfully as well as create more innovative and environmentally friendly cars Nissan needed an effective solution to handle its diverse product offering to a global customer base as well as to interact efficiently with its vast supplier network.The SolutionA  successful PLM program  helped reduce product development time by half and significantly improve quality of the product and reduce design related changes. The solution allowed Nissan to make use of existing design data and concepts repeatedly. It also helped developed virtual prototypes so that only one final physical one needs to be created. All manufacturing requirements are also taken into account very early in the design process, allowing work to begin on making these available.[slideshare id=29525430doc=productlifecyclemanagementcasestudyofnissan-131227085159-phpapp02w=640h=330]

Biography of Juan Perón, Argentinas Populist President

Juan Domingo Perà ³n (October 8, 1895–July 1, 1974) was an Argentine general who was elected president of Argentina three times: 1946, 1951, and 1973. An extraordinarily skilled politician, he had millions of supporters even during his years of exile, from 1955 to 1973. His policies were mostly populist and tended to favor the working classes, who embraced him and made him the most influential Argentine politician of the 20th century. Eva Evita Duarte de Perà ³n, his second wife, was an important factor in his success and influence. Fast Facts: Juan Perà ³n Known For: Argentine general and presidentBorn: Oct. 8, 1895 in Lobos, Buenos Aires ProvinceParents: Juana Sosa Toledo, Mario Tomà ¡s Perà ³nDied: July 1, 1974 in Buenos AiresEducation: Graduated from Argentinas National Military CollegeSpouse(s): Aurelia Tizà ³n, Eva (Evita) Duarte, Isabel Martà ­nez Early Life Although he was born near Buenos Aires, he spent much of his youth in the harsh region of Patagonia with his family as his father tried his hand at various occupations, including ranching. At 16, he entered the National Military College and joined the army afterward, deciding to be a career soldier. He served in the infantry as opposed to the cavalry, which was for children of wealthy families. He married his first wife Aurelia Tizà ³n in 1929, but she died in 1937 of uterine cancer. Tour of Europe By the late 1930s, Lt. Col. Perà ³n was an influential officer in the Argentine army. Argentina didnt go to war during Perà ³ns lifetime; all of his promotions came during peacetime, and he owed his rise to his political skills as much as his military abilities. In 1938 he went to Europe as a military observer, visiting Italy, Spain, France, Germany, and other nations. While in Italy, he became a fan of the style and rhetoric of Italys Prime Minister Benito Mussolini, whom he greatly admired. He left Europe just before World War II began and returned to a nation in chaos. Rise to Power: 1941–1946 Political chaos in the 1940s afforded the ambitious and charismatic Perà ³n the opportunity to advance. As a colonel in 1943, he was among the plotters who supported Gen. Edelmiro Farrell’s coup against President Ramà ³n Castillo and was awarded the posts of secretary of war and then secretary of labor. As labor secretary, he made liberal reforms that endeared him to the Argentine working class. From 1944 to 1945 he was vice president of Argentina under Farrell. In October 1945, conservative foes tried to muscle him out, but mass protests led by his new wife Evita Duarte forced the military to restore him to office. Evita Perà ³n had met Eva Duarte, a singer and actress known as Evita, while they were doing relief work for a 1944 earthquake. They married in October  1945. Evita became an invaluable asset during her husbands first two terms in office. Her empathy for and connection with Argentina’s poor and downtrodden were unprecedented. She started important social programs for the poorest Argentines, promoted womens suffrage, and personally handed out cash in the streets to the needy. After her death in 1952, the pope received thousands of letters demanding her elevation to sainthood. First Term as President: 1946–1951 Perà ³n was elected president in February 1946 and was an able administrator during his first term. His goals were increased employment and economic growth, international sovereignty, and social justice. He nationalized banks and railways, centralized the grain industry, and raised worker wages. He put a time limit on daily hours worked and instituted a mandatory Sundays-off policy for most jobs. He paid off foreign debts and built many public buildings, including schools and hospitals. Internationally, he declared a â€Å"third way† between the Cold War powers and managed to have good diplomatic relations with both the United States and the Soviet Union. Second Term: 1951–1955 Perà ³n’s problems began in his second term. Evita passed away in 1952. The economy stagnated and the working class began to lose faith in him. His opposition, mostly conservatives who disapproved of his economic and social policies, became bolder. After attempting to legalize prostitution and divorce, he was excommunicated. When he held a rally to protest the movement against him, opponents in the military launched a coup that included the Argentine Air Force and Navy bombing the Plaza de Mayo, the central square in Buenos Aires, killing almost 400. On Sept. 16, 1955, military leaders seized power in Cordoba and drove Perà ³n out on Sept. 19. Exile: 1955–1973 Perà ³n spent the next 18 years in exile, mainly in Venezuela and Spain. Although the new government made any support of Perà ³n illegal (including even saying his name in public), he maintained great influence over Argentine politics, and candidates he supported frequently won elections. Many politicians came to see him, and he welcomed them all. He managed to convince both liberals and conservatives that he was their best choice, and by 1973,  millions were clamoring for him to return. Return to Power and Death: 1973–1974 In 1973, Hà ©ctor Cà ¡mpora, a stand-in for Perà ³n, was elected president. When Perà ³n flew in from Spain on June 20, more than 3 million people thronged the airport to welcome him back. It turned to tragedy, however, when right-wing Peronists opened fire on left-wing Peronists known as Montoneros, killing at least 13. Perà ³n was easily elected when Cà ¡mpora stepped down, but right- and left-wing Peronist organizations fought openly for power. Ever the slick politician, he managed to keep a lid on the violence for a time, but he died of a heart attack on July 1, 1974, after only a year back in power. Legacy Its impossible to overstate Perà ³ns legacy in Argentina. In terms of impact, he ranks with leaders such as Fidel Castro and Hugo Chavez. His brand of politics even has its own name: Peronism. Peronism survives today in Argentina as a legitimate political philosophy, incorporating nationalism, international political independence, and a strong government. Cristina Kirchner, who served as president from 2007 to 2015, was a member of the Justicialist Party, an offshoot of Peronism. Like every other political leader, Perà ³n had his ups and downs and left a mixed legacy. On the plus side, some of his accomplishments were impressive: He increased basic rights for workers, vastly improved the infrastructure (particularly in terms of electrical power), and modernized the economy. He was a skillful politician on good terms with both the East and the West during the Cold War. One example of Perà ³ns political skills were his relations with the Jews in Argentina. Perà ³n closed the doors to Jewish immigration during and after World War II. Every now and then, however, he would make a magnanimous public gesture, such as allowing a boatload of Holocaust survivors to enter Argentina. He got good press for these gestures but never changed his policies. He also allowed hundreds of Nazi war criminals to find safe haven in Argentina after World War II, making him one of the only people in the world who managed to stay on good terms with Jews and Nazis at the same time. He had his critics, however. The economy eventually stagnated under his rule, particularly in terms of agriculture. He doubled the size of the state bureaucracy, placing a further strain on the national economy. He had autocratic tendencies and cracked down on opposition from the left or the right if it suited him. During his time in exile, his promises to liberals and conservatives created hopes for his return that he couldnt deliver. He married for the third time in 1961 and made his wife, Isabel Martà ­nez de Perà ³n, his vice president to start his final term, which had disastrous consequences after she assumed the presidency upon his death. Her incompetence encouraged Argentine generals to seize power and kick off the bloodshed and repression of the so-called Dirty War. Sources Alvarez, Garcia, Marcos. Là ­deres polà ­ticos del siglo XX en Amà ©rica Latina Rock, David. Argentina 1516-1987: From Spanish Colonization to Alfonsà ­nJuan Perà ³n Biography. Encyclopedia Brittanica.

Dear First Year Writing Assessment Committee - 1207 Words

December 1, 2015 Dear First year Writing Assessment Committee, This is my portfolio for the course of English 1010 for the fall semester. At the beginning of this class, I was terribly shy about my writing. I could feel my heart beat every time I was writing around other people. All through high school, I hated to write. I even hated to write small paragraphs because I was scared of seeing red marks all over my paper. I hated red marks so bad that I even start not looking at my papers that got handed back. The idea of people being able to read my writing and me not feel ashamed was never something that I could have fathomed. When I first enter the class English 1010, the teacher, Mrs. Bishop, assigned some reading. Of the reading assignments, the two that stuck out to me were written by Deborah Brandit and Malcolm x. The article written by Deborah Brandit was called â€Å"Sponsors of Literacy†. This article was about literacy sponsors, which are basically the things that control the spread of literacy. For example, the following are some literacy sponsors: teachers, schools, and parents. This article helped eliminate how big a part sponsors were in me learning to read and write as a child. The article written by Malcolm x is called â€Å"Learning to Read.† It really helped me understand how much control I really had in my literacy. It spoke about a man who was not all that educated, and how even though he was in prison he had the choice to become educated. It, also, taugh t me thatShow MoreRelatedDear Members Of The First Year Writing Assessment Committee Essay1097 Words   |  5 PagesDear members of the First-Year Writing Assessment Committee, In my English 1010 class, I have learned to do a number of things through writing essays. I have written a Literacy Narrative, a Discourse Community Analysis, and a Writing Research essay. 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Adviser Approved by the Committee on Defense on March 2, 2012. __________________ Chairman __________________ _________________ Member Member _________________ Member Accepted as partial fulfillment of the requirements for Bachelor of Science in InformationRead MoreInternal Audit Function and Fraud Detection in Government Agencies. Acase Study of Naads Kumi7549 Words   |  31 Pagesknowledge in the district. One challenge for NAADS is that it spreads very slowly. It does not target whole villages, only groups of people, and then only a few members of a group get assistance initially, while other members wait sometimes for a up to a year before getting any much needed support. When it began, the service was only offered to 24 sub-counties in six districts. It has since spread to all 79 operational districts, but is still only reaching a few farmers in a few sub-counties within them

Doorstep banking Free Essays

A service, especially designed for entities having a large number of branch transactions. Doorstep banking helps you save considerable time and effort. Result? More time to focus on your core business activities and accelerate the growth of your business. We will write a custom essay sample on Doorstep banking or any similar topic only for you Order Now Doorstep Banking Services (DB’S): A facility provided to customers where the bank appoints an agency to pick-up/ Deliver cash, pick-up cheese or Plock-up/delver trade documents from the client’s doorstep. Its Convenient No traveling or queuing at the branch Bank within the secure environment to your office 1 No need to break your busy schedule for routine transactions Its hassle free Service offered through reliable service providers Dedicated courier agencies for Cheese pick up Experienced Cash-in-Transit for cash pick-up delivery It’s secure Fool proof, multiple verification and reconciliation process 0 Agency personnel to produce their Civil id (Kuwait Residency permit ‘d) on demand 0 unique transaction ID generated for agent verification It reduces risk Reduces the risk of carrying large sum of cash to or from the branch Banking allows you round-the-clock access. You do not need to stand In queue In order to perform Important banking orientations. The Doorstep Banking allows you to do Just that right from the ultimate comfort and privacy of your homes. Are interested to avail the said services, for pick up of cash and delivery of cash from the door step of customer: The services are to be offered only to those customers in whose case proper SKY procedures have been followed. The service should be offered either at the residence or at the office of the customer. Customers will be pre- registered for this scheme. An agreement will be entered into with customer. The ADDS include: I. Pick up of Cash Maximum Limit up to KID. 10,000. How to cite Doorstep banking, Papers

Multiplexing and Data Rate Essay Example

Multiplexing and Data Rate Essay Multiplexing CHAPTER 4 Outline * Frequency Division Multiplexing(FDM) * Synchronous Time Division Multiplexing * Statistical Time Division Multiplexing * Asymmetric Digital Subscriber Line(ADSL) Multiplexing * Set of techniques that allows the simultaneous transmission of multiple signals across a single link * allows several transmission sources to share a larger transmission capacity Link = physical path Channel = portion of a link that carries a transmission between a given pairs of lines 2 CATEGORY OF MULTIPLEXING WDM FDM TDM ADSL Frequency Division Multiplexing * FDM – numerous signals are combined for ransmission on a single communications line or channel. Each signal is assigned a different frequency (subchannel) within the main channel. * Useful bandwidth of medium exceeds required bandwidth of channel * e. g. broadcast radio and cable television * Channel allocated even if no data Frequency Division Multiplexing Diagram * Each signal is modulated to a different carrie r frequency * Carrier frequencies separated by guard bands (unused bandwidth) – to prevent interference so signals do not overlap. 3 FDM System FDM is an analog multiplexing technique that combines signals. FDM process FDM Demultiplexing Example 1 Assume that a voice channel occupies a bandwidth of 4 KHz. We need to combine three voice channels into a link with a bandwidth of 12 KHz, from 20 to 32 KHz. Show the configuration using the frequency domain without the use of guard bands. Solution Shift (modulate) each of the three voice channels to a different bandwidth, as shown in next figure Example 2 Five channels, each with a 100-KHz bandwidth, are to be multiplexed together. What is the minimum bandwidth of the link if there is a need for a guard band of 10 KHz between the channels to prevent interference? Solution We will write a custom essay sample on Multiplexing and Data Rate specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Multiplexing and Data Rate specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Multiplexing and Data Rate specifically for you FOR ONLY $16.38 $13.9/page Hire Writer For five channels, we need at least four guard bands. This means that the required bandwidth is at least 5 x 100 + 4 x 10 = 540 KHz, as shown in next Figure. Example 3 Four data channels (digital), each transmitting at 1 Mbps, use a satellite channel of 1 MHz. Design an appropriate configuration using FDM Solution The satellite channel is analog. We divide it into four channels, each channel having a 250-KHz bandwidth. Each digital channel of 1 Mbps is modulated such that each 4 bits are modulated to 1 Hz. One solution is 16- QAM modulation. Figure 6. 8 shows one possible configuration. Analog Carrier Systems ATT (USA) * Hierarchy of FDM schemes * Group 1. 12 voice channels (4kHz each) = 48kHz 2. Range 60kHz to 108kHz * Supergroup 1. 60 channel 2. FDM of 5 group signals on carriers between 420kHz and 612 kHz * Mastergroup 1. 10 supergroups Analog Hierarchy To maximize the efficiency infrastructure, multiplexed signals from lower bandwidth lines onto higher-bandwidth signals FDM of Th ree Voiceband Signals FDM Applications 1. Common used radio broadcasting AM and FM * AM (530 – 1700KHz) – shared with all radio stations * FM uses a wider band (88 – 108MHz) – each station needs more bandwidth, 200KHz 2. Television Broadcasting * Each TV channel has own bandwidth of 6 Mhz 3. 1st Generation of Cellular telephones * Voice signal 3KHz (300 – 3300Hz) channels * Bt = 10 x Bm , therefore each channel has 30KHz channels * each user has been allocated two 30KHz channel, therefore 60KHz. Example 4 The Advanced Mobile Phone System (AMPS) uses two bands. The first band, 824 to 849 MHz, is used for sending; and 869 to 894 MHz is used for receiving. Each user has a bandwidth of 30 KHz in each direction. The 3- KHz voice is modulated using FM, creating 30 KHz of modulated signal. How many people can use their ellular phones simultaneously? Solution Each band is 25 MHz. If we divide 25 MHz into 30 KHz, we get 833. 33. In reality, the band is divided into 832 channels. Wavelength Division Multiplexing * Multiple beams of light at different frequency * Carried by optical fiber * A form of FDM (same concept) * Each colour of light (wavelength) carries separate data channel * 1997 Bell Labs * 10 0 beams * Each at 10 Gbps * Giving 1 terabit per second (Tbps) * Commercial systems of 160 channels of 10 Gbps now available * Lab systems (Alcatel) 256 channels at 39. 8 Gbps each * 10. 1 Tbps * Over 100km WDM Operation Same general architecture as other FDM * Number of sources generating laser beams at different frequencies * Multiplexer consolidates sources for transmission over single fiber * Optical amplifiers amplify all wavelengths * Typically tens of km apart * Demux separates channels at the destination * Mostly 1550nm wavelength range * Was 200MHz per channel * Now 50GHz Dense Wavelength Division Multiplexing * DWDM * No official or standard definition * Implies more channels more closely spaced that WDM * 200GHz or less TDM digital process that allows several connections to share the high bandwidth of a link ach connection occupies a portion of time in the link TDM is a digital multiplexing technique to combine data. TDM : Time Slots and Frames In a TDM, the data rate of the link is n times faster, and the unit duration is n times shorter. Time Division Multiplexing Example 5 Four 1-Kbps connections are multiplexed together. A unit is 1 bit. Find : (1) the duration of 1 bit before multiplexing, (2) the transmission rate of the link, (3) the duration of a time slot, and (4) the duration of a frame? Solution We can answer the questions as follows: 1. The duration of 1 bit is 1/1 Kbps, or 0. 001 s (1 ms). 2. The rate of the link is 4 Kbps. 3. The duration of each time slot 1/4 ms or 250 ms. 4. The duration of a frame 1 ms. Interleaving †¢ switches are synchronized and rotate at the same speed but opposite direction †¢process of sending a unit data onto the path when the connection on the multiplexing and de-multiplexing is open Example 6 Four channels are multiplexed using TDM. If each channel sends 100 bytes/s and we multiplex 1 byte per channel, show the frame traveling on the link, the size of the frame, the duration of a frame, the frame rate, and the bit rate for the link. Solution The multiplexer is shown in Figure 6 Example 7 A multiplexer combines four 100-Kbps channels using a time slot of 2 bits. Show the output with four arbitrary inputs. What is the frame rate? What is the frame duration? What is the bit rate? What is the bit duration? Solution Figure 7 shows the output for four arbitrary inputs. Synchronous Time Division Multiplexing * Possible when data rate of medium exceeds data rate of digital signal to be transmitted * Multiple digital signals interleaved of each signal in time during transmission * Interleaving can be at bit level of blocks * Time slots preassigned to sources and fixed Time slots allocated even if no data * Time slots do not have to be evenly distributed amongst sources Synchronous TDM System TDM Link Control * No headers and trailers * Data link control protocols not needed * Flow control * Data rate of multiplexed line is fixed * If one channel receiver can not receive data, the * others must carry on * The corresponding source must be quenched * This leaves empty slots * Error control Errors are detected and handled by individual channel systems Data Link Control on TDM Framing †¢Time slot length = transmitter buffer length †¢Each frame contains a cycle of time slot Framing bits follow a pattern to ensure incoming stream synchronized with demux to separate time slots accurately * No flag or SYNC characters bracketing TDM frames to manage the overall TDM link * Must provide synchronizing mechanism * Added digit framing * One control bit added to each TDM frame * Looks like another channel â€Å"control channel† * Identifiable bit pattern used on control channel * e. g. alternating bit pattern 01010101†¦unlikely to be sustained on a data channel * Can compare incoming bit patterns on each * channel with sync pattern * If pattern not match, successive bit position re search until persist over multiple frame * When establish, receiver continue monitoring the framing bit channel * If the pattern break, the receiver must aga in enter a framing search mode Example 8 We have four sources, each creating 250 characters per second. If the interleaved unit is a character and 1 synchronizing bit is added to each frame, find (1) the data rate of each source, (2) the duration of each character in each source, (3) the frame rate, (4) the duration of each frame, (5) the number of bits in each frame, and (6) the data rate of the link. Solution Answer as follows: 1. The data rate of each source is 250 x 8 = 2000 bps = 2 Kbps. 2. The duration of a character is 1/250 s = 4 ms. 3. The link needs to send 250 frames per second. 4. The duration of each frame is 1/250 = 4 ms. 5. Each frame is 4 x 8 + 1 = 33 bits. 6. The data rate of the link is 250 x 33 = 8250 bps. Example 9 Two channels, one with a bit rate of 100 Kbps and another with a bit rate of 200 Kbps, are to be multiplexed. How this can be achieved? What is the frame rate? What is the frame duration? What is the bit rate of the link? Solution We can allocate one slot to the first channel and two slots to the second channel. Each frame carries 3 bits. The frame rate is 100,000 frames per second because it carries 1 bit from the first channel. The frame duration is 1/100,000 = 10 ms. The bit rate is 100,000 frames/s x 3 bits/frame = 300 Kbps. Pulse Stuffing * Problem Synchronizing various data sources * Each source has separate clock, variation among clock cause loss synchronization * Data rates from different sources not related by simple rational number * Solution Pulse Stuffing as effective remedy * Outgoing data rate (excluding framing bits) higher than sum of incoming rates * Stuff extra dummy bits or pulses into each ncoming signal until it matches local clock * Stuffed pulses inserted at fixed locations in frame and removed at demultiplexer TDM of Analog and Digital Sources Digital Carrier Systems * Long distance carrier system * Designed to transmit voice signal over high capacity transmission lonks usuch as optical fiber, coax and microwave * ATT developed hierarchy of TDM structures of various capacities * USA/Canada/Japan use one system * ITU-T use a similar (but different) system * US system based on DS-1 format which Multiplexes 24 channels * Each frame has 8 bits per channel plus one raming bit, 24 x 8 +1 =193 bits per frame Digital Carrier Systems (2) * For voice each channel contains one word of digitized data (using PCM at 8000 samples per sec) * Data rate 8000193 = 1. 544Mbps * Five out of six frames have 8 bit PCM samples * Sixth frame is 7 bit PCM word plus signaling bit * Signaling bits form stream for each channel containing control and routing info * Same format for digital data * 23 channels of data * 7 bits per frame plus indicator bit for data or systems control * 24th channel is sync DS Hierarchy TDM Carrier Standard North American and International TDM Carrier Standards Statistical TDM * In Synchronous TDM many slots are wasted * Statistical TDM allocates time slots dynamically based on demand * Multiplexer scans input lines and collects data until frame full * Data rate on line lower than aggregate rates of input lines * Improve efficiency is to allow multiple data resources to be packed in one single frame Statistical TDM Frame Formats Performance * Output data rate less than aggregate input data rates cause by average amount of input capacity of multiplexed line * Difficulty: May cause problems during peak periods when the input exceed capacity * Solution Buffer inputs to hold temporary excess input * Keep buffer size to minimum to reduce delay Cable Modem Outline * To support data transfer to and from a cable modem, two channels from cable TV provider dedicated to data transfer * One in each direction * Each channel shared by number of subscribers * Scheme needed to allocate capacity * Statistical TDM Cable Modem Operation Downstream * Cable sc heduler delivers data in small packets * If more than one subscriber active, each gets fraction of downstream capacity †¢ May get 500kbps to 1. 5Mbps * Also used to allocate upstream time slots to subscribers Upstream * User requests timeslots on shared upstream channel †¢ Dedicated slots for this * Headend scheduler sends back assignment of future time slots to subscriber Cable Modem Scheme Asymmetrical Digital Subscriber Line ADSL Link between subscriber and network * Local loop Uses currently installed twisted pair cable * Can carry broader spectrum * 1 MHz or more ADSL Design Asymmetric -Greater capacity downstream than upstream -Expected for video on demand and related services – high speed access -Users require higher capacity for downstream than upstream Frequency division multiplexing (FDM) element of ADSL strategy †¢ Reserve lowest 25kHz for voice – Plain old telephone service (POTS) – Voice carried only 0 – 4KHz band – Additional bandwidth for prevent crosstalk between voice and data channel †¢ Use echo cancellation or FDM to give two bands – smaller upstream band and larger downstream band †¢ Use FDM within upstream and downstream bands – Single bit stream multiple parallel bit streams – each portion carried separate frequency band Range up to 5. 5km -Depending of diameter cables and quality ADSL Channel Configuration Discrete Multitone * DMT * Use multiple carrier signals at different requencies * Sending some bits on each channel * Available transmission band =4kHz subchannels * Send test signal and use subchannels with better signal to noise ratio * ASL/DMT design employ 256 downstream subchannels at 4kHz (60kbps) * Possible to transmit at rate15. 36MHz * Impairments bring this down to 1. 5Mbps to 9Mbps DTM Bits Per Channel Allocation †¢Each channel can carry data rate from 0-60 Kbps †¢Shows increasing attenuation and decreasing signalto- noise ratio at higher frequencies DMT Transmitter xDSL * High data rate DSL * Single line DSL * Very high data rate DSL

The eNotes Blog Top Ten Self-Deprecating Quotes fromAuthors

Top Ten Self-Deprecating Quotes fromAuthors The literary world is a pretentious place, right? You wouldnt think so judging by these ten quotes from authors playfully poking fun at their success. Who knew the Paris Review was such a popular venue in which to be self-deprecating? Know of any others? Tell us in a comment below. 1. Vladimir Nabokov Lolita  is famous, not I. I am an obscure, doubly obscure, novelist with an unpronounceable name. - in  The Paris Review, 1967 2. Mark Twain I must have a prodigious quantity of mind; it takes me as much as a week sometimes to make it up. –  The Innocents Abroad 3. Ray Bradbury A conglomerate heap of trash, that’s what I am. But it burns with a high flame. - in  The Paris Review, 2010 4. Kurt Vonnegut Slapstick  may be a very bad book. I am perfectly willing to believe that. Everybody else writes lousy books, so why shouldn’t I? What was unusual about the reviews was that they wanted people to admit now that I had never been any good. The reviewer for the Sunday  Times  actually asked critics who had praised me in the past to now admit in public how wrong they’d been. My publisher, Sam Lawrence, tried to comfort me by saying that authors were invariably attacked when they became fabulously well-to-do†¦ I had suffered, all right - but as a badly educated person in vulgar company and in a vulgar trade. It was dishonorable enough that I perverted art for money. I then topped that felony by becoming, as I say, fabulously well-to-do. Well, that’s just too damn bad for me and for everybody. I’m completely in print, so we’re all stuck with me and stuck with my books. - in  The Paris Review, 1977 5. Stephen King I am the literary equivalent of a Big Mac and Fries. 6. David Sedaris At the end of a miserable day, instead of grieving my virtual nothing, I can always look at my loaded wastepaper basket and tell myself that if I failed, at least I took a few trees down with me. - Me Talk Pretty One Day 7. Jonathan Lethem Listen, you can’t imagine what a freak I was. I worked in used bookstores as a teenager. I grew up with hippie parents. I lived in a ten-year cultural lag. At  all  times. I had not the faintest idea what was contemporary. When I got to Bennington, and I found that Richard Brautigan and Thomas Berger and Kurt Vonnegut and Donald Barthelme were not ‘the contemporary,’ but were in fact awkward and embarrassing and had been overthrown by something else, I was as disconcerted as a time traveler. The world I’d dwelled in was now apocryphal. No one read Henry Miller and Lawrence Durrell, the Beats were regarded with embarrassment. When all that was swept away, I stopped knowing what contemporary literature was. I didn’t replace it; I just stopped knowing. - in  The Paris Review, 2003 8. John Grisham I can’t change overnight into a serious literary author. You can’t compare apples to oranges. William Faulkner was a great literary genius. I am not. 9. Dorothy Parker I fell into writing, I suppose, being one of those awful children who wrote verses. I went to a convent in New York- the Blessed Sacrament†¦Ã‚  I was fired from there, finally, for a lot of things, among them my insistence that the Immaculate Conception was spontaneous combustion. - in  The Paris Review, 1956 10. And the self-deprecating author who took it to the highest extreme? Thatd have to be Gary Shteyngart, who created a five minute parody of himself to promote his book Super Sad True Love Story: He really wants to cash in on this whole Hollywood vampire thing, but with werewolves But theyre not wolves, theyre bears. Werebears. Images and quotes courtesy of Flavorwire.

Facts About the Dwarf Seahorse

Facts About the Dwarf Seahorse The dwarf seahorse  (Hippocampus zosterae)  is a small seahorse  found in the Western Atlantic Ocean. They are also known as little seahorses or pygmy seahorses.   Description: The maximum length of a dwarf seahorse is just under 2 inches. Like many other seahorse species, it has a variety of color forms, which range from tan to green to almost black. Their skin may be mottled, have dark spots, and covered in tiny warts. These seahorses have a short snout, and a coronet on top of their head that is very high and column-like or knob-like in shape. They may also have filaments extending from their head and body.   Dwarf seahorses have 9-10 bony rings around their trunk and 31-32 rings around their tail.   Classification Kingdom: AnimaliaPhylum: ChordataClass: ActinopterygiiOrder: GasterosteiformesFamily: SyngnathidaeGenus: HippocampusSpecies:  Zosterae Habitat and Distribution Dwarf seahorses live in shallow waters populated with  seagrasses. In fact, their distribution coincides with the availability of seagrasses.  They may also be found in floating vegetation. They live in the Western Atlantic Ocean in southern Florida, Bermuda, Bahamas and the Gulf of Mexico. Feeding Dwarf seahorses eat small crustaceans  and tiny fish. Like other seahorses, they are ambush predators, and use  their long snout with a pipette-like motion  to suck in their food as it passes by. Reproduction The breeding season for dwarf seahorses runs from February to November. In captivity, these animals have been reported to mate for life. Dwarf seahorses have a complex, four phase  courtship ritual that involves color changes, performing vibrations while attached to a holdfast. They may also swim around their holdfast. Then the female points her head upward, and the male responds by also pointing his head upward. Then they rise up into the water column and intertwine tails.   Like other seahorses, dwarf seahorses are ovoviviparous, and the female produces eggs that are reared in the males brood pouch.  The female produces about 55 eggs which are about 1.3 mm in size. It takes about 11 days for the eggs to hatch into miniature seahorses which are about 8 mm in size.   Conservation and Human Uses This species is listed as  data deficient  on the  IUCN Red List  due to a lack of published data on population numbers or trends in this species. This species is threatened by habitat degradation, especially because they rely on such shallow habitat.  They also are caught as bycatch  and caught live in Florida waters for the aquarium trade. In the U.S., this species is a candidate for listing for protection under the Endangered Species Act. References and Further Information: Irey, B. 2004. Hippocampus zosterae. Animal Diversity Web. Accessed September 30, 2014Lourie, S.A.,  Foster, S.J., Cooper, E.W.T. and A.C.J. Vincent. 2004. A Guide to the Identification of Seahorses. Project Seahorse and TRAFFIC North America. 114 pp.Lourie, S.A., A.C.J. Vincent and H.J. Hall, 1999. Seahorses: an identification guide to the worlds species and their conservation. Project Seahorse, London. 214 p.  via FishBase, September 30, 2014.Masterson, J. 2008. Hippocampus zosterae. Smithsonian Marine Station. Accessed September 30, 2014.NOAA Fisheries. Dwarf Seahorse (Hippocampus zosterae). Accessed September 30, 2014.Project Seahorse 2003.  Hippocampus zosterae. The IUCN Red List of Threatened Species. Version 2014.2. www.iucnredlist.org.  Accessed September 30, 2014.

Virtual Recruiter System Research Paper Example | Topics and Well Written Essays - 500 words

Virtual Recruiter System - Research Paper Example This paper presents an overview of different aspects that are associated with this implementation. One of the best solutions to improve human resource recruitment and the management system of XYZ Corporation is the implementation of a virtual recruiter system. The basic purpose of this system implementation is to improve the process of recruitment. This system will allow the management to submit their requests electronically. The application will be created in the internal communication system. In this scenario, the application will allow line managers to coordinate his hiring needs via electronic recruitment application. The system will collect the line manager request with the requirements and the qualification of his new employee. The implementation of this system will make current process more electronic on virtual base. The basic working of the system is outlined

Evidence of achievement Essay Example | Topics and Well Written Essays - 2000 words

Evidence of achievement - Essay Example b. An understanding of work preferences is integral to developing a bond of understanding between the student, the mentor and the demands of the nursing profession itself. In addition to the outgrowth of trusting working relationships among professionals, the mentorship development program provides a 'safety net' to blunt the consequences of learners' errors. This supervision allows me to learn from my mistakes safely, while at the same time advancing to greater positions of responsibility to achieve integration. c. During internship, the practicalities of classroom fundamentals come into play as a physical reality. While it has long been said that hands-on training is the only means to achieve true comprehension of a functional task; having the intellectual background provides a stronger basis for 'jumping in' to new learning environments. It gives my supervisor-mentor an easier point of reference to begin the induction to new departments, and new learning environments as needed. .. . If the student has already completed a portion of a structured training program, and as the student progresses, the mentor will gain an appreciation for learning style, and be able to tailor instruction accordingly. b. Learning strategies are integral to academic success; but largely come from within the self, from the student's self-determination to advance themselves towards the purpose of becoming a true nursing professional. Having the added experience of having once been a beginner at the task at hand, the professional mentor has the ability to advise, and assist in the deployment of these strategies in a way that meshes most effectively with the particular demands of the position. c. A good mentor will be experienced with the inner workings of the learning process as it pertains to the nursing position at hand, and will be able to reflect on their own needs, questions, and uncertainties when the mentor was new at the position. This lets an effective supervisor-mentor to devise impromptu tests, questions, and brief quizzes, with no fore-knowledge of what was challenging for them personally. A strategy personally useful in learning is when the mentor/instructor gives a lesson, or hands-on demonstration followed by an immediate quiz. c. 3.) a. Professional growth is intertwined with personal growth within a modern nursing environment, as the student grows into a more complete person on an individual level, who becomes therefore also a competent nursing professional. Mentorship/supervision is essential in that it allows a safer means for the student to perform real medical procedures and care to gain an appreciation for the

Objectives and Benefits of Inventory Management

Objectives and Benefits of Inventory Management An inventory is basically a detailed list of all the items in stock. Inventory consists of raw materials, work-in-process and finished goods. In todays highly competitive market, businesses need to maintain an appropriate level of stock to meet the customer demands at any time. Inventory management is part of the supply chain management. Over the past years, the concept of supply chain management SCM has been given a considerable attention. This is an approach to view the supply chain as a whole rather than as a set of separate processes (Weele, 2002). Mentzer, Dewitt, Keebler, Min, Nix, Smith and Zacharia defined Supply chain management SCM as the systematic and strategic coordination of the traditional business operations. The main aim of supply chain management SCM is to improve the long term performance of each firm as well as the whole supply chain (Mentzer, Dewitt, Keebler, Min, Nix, Smith and Zacharia, 2001). Inventory management involves system and processes of maintaining the appropriate level of stock in a warehouse (Barcodes, 2010). These activities includes identifying necessary inventory requirements, and creating replenishment processes, tracking and monitoring the usage of items/stock, reconciling inventory balances as well as reporting inventory status.(Barcodes , 2010). It is basically the process of efficiently controlling the amount of stock in order to avoid excess inventory. Reliable inventory management will therefore minimise the cost associated with inventory (Barcodes, 2010). Inventory management involves a wide scope of processes ranging from inventory forecasting , replenishment, demand forecasting as well as quality management (Wikipedia, 2009). Objectives and benefits of inventory management According to Stylus Systems, The 3 main objectives in inventory management are: Improved customer service Reduce inventory investment To increased productivity of business (Stylus, 2008) Benefits of inventory management (Stylus, 2008): Inventory management systems can help reduce the time to respond to changing market demand of products and can help control excess stock IMS provide a means for business to effectively manage or control their inventory IMS helps businesses to constantly analyse their business processes such as sales and purchasing in order to make efficient inventory decisions Stylus systems also reported that inventory management systems IMS can provide total insight on stock transactions ÂÂ  Stylus systems also stated that IMS can provide hands on knowledge on inventory which might lead to increased sales and efficient customer services. Development in inventory management Presently, there are two major approaches to inventory management Materials requirement planning (MRP):ÂÂ   MRP is simply a management system in which sales are converted into loads on the facility by sub-unit and time period. Here, orders are scheduled more closely thereby reducing inventory and delivery times becomes shorter and more predictable (Hedrick, 2003).ÂÂ   MPR review order quantities periodically and as such allow ordering only what is currently needed. This helps keep inventory levels very low. Just-in-Time (JIT): JIT approach ensures that a business should only keepÂÂ   inventory in the right quantity at the right time with the right quality (David, 2004) .Most organizations adapt to this system to integrate inventory managementÂÂ   for a more competitive advantage (Kaynak, 2005). It eliminates inventories rather than optimize them. Why keep Inventory Inventory refers to a detailed list of all the items in store or warehouse. According to Inman, Inventory refers to the items that are stored in warehouses or distribution centres in excess of what the store needs (Inman, 2010). The following are the reason why business keeps more inventory than they currently need (Inventory Management, 2010). Meet Demand: this ensures that customers get the product or item that they want when they want it. Keep Operations running: When for example manufacturers run out of stock to manufacture certain product, the whole production process or operations will be halted and thus manufacture of the finished product. In order to prevent this, most manufacturers purchase excess inventory. Lead time: When a shop or a factory places an order for a particular item, the period of time between the order placements and when the order is received is known as lead time. Business therefore should have hands on inventory during the lead time in order to keep its operations running. Hedge: This involves keeping inventory against inflation in price of products. This allows the buyer to buy at a lower price than when the price increases. Quantity Discount: Quantity discount refers to reduction in price of an item when purchasing in bulk. This always influences most businesses to buy more than it needs which might lead to excess inventory. Smoothing Requirements: businesses sometimes acquire access inventory for products that have unpredictable demands in order to meet demand. Best practice in inventory management In an effort to maximise their return on investment (ROI) and avoid excess inventory, many businesses invest a fortune in inventory management systems. In a report by Philip Slater (Slater, 2009), he stated that most of these systems fails to render expected services and rather result in excess inventory. This is because software can only optimise the values it has and not what it could be and as a result, it neglects some important external influences like changes in the management process. He stated that Worlds best practice inventory management demands that the inventory management system is optimised not just the inventory. Inventory management therefore goes beyond software system and as stated by Philip Slater (Slater, 2009) inventory management involves combination of know-how, process and reporting that collectively provide a means of maximizing availability while minimizing cash investment. In the report, he stated five level of worlds best practice inventory management that when fully implemented, can enable businesses to reduce their inventory investment or cost. These levels are: Ad Hoc: this level require less control as inventory is expensed when purchased on an as needed basis and used immediately. Storage: this level involves the storage of items for use and not strictly controlled. Here, inventory is expensed when purchased. This approach tends to increase total expenditure as items are purchased in economic quantities and discourage review and development due to lack of control Capitalisation: This approach entails the use of software solution to control inventory and provide good availability. Unfortunately, most businesses use their software mostly for counting and accounting. Software Optimisation: at this level, inventory is capitalised and the levels of stock are optimised based on a risk/return algorithm. Software solution can automatically adjust stock levels based on the history of demand and supply but these level are not trusted by most business because they believe the supply and demand may not represent actual usage System Optimisation: At this level, all factors influencing inventory investment are reviewed periodically. The main purpose of inventory management is to minimise overall cash investment without increasing risk. This according to Philip Slater is the worlds best practice in inventory management (Slater, 2009). Capitalisation and system optimisation goes hand-in-hand. For an effective system, the management is therefore required to possess the know-how, policy development, measures and reporting required to take the business to level 5 (System Optimization) and not just the software alone(Slater, 2009).

Case study: Outback Goes International Essay

As a conglomerate, Outback must be able to overcome the complexity of expanding into international markets. The company’s commitment to continue its fast paced growth will require them to develop a strategy for expansion and operations in different global regions throughout the world. In developing a business strategy, Outback must create guidelines to ensure success in these new and diverse markets abroad. It is my view that Outback should implement a â€Å"Value Creation† strategy that focus on lowering cost and differentiating the product to achieve a competitive advantage. As a result, this will improve the profit making abilities of the company. This will allow the company to expand into many markets while creating value for its company. Outback’s distinctive competencies and its unique strengths will allow the company to succeed internationally. By pursuing this strategy, Outback is building on its existing resources and capabilities. International expansion will also formulate and build additional resources and capabilities for the company. Overview Chris Sullivan, Bob Basham, and Tim Gannon meet in the early 1970’s shortly after they graduated from college. In the 1980’s, Sullivan and Basham became successful Franchisees with seventeen Chili’s restaurants in Florida and Georgia, while Gannon played significant roles in several New Orleans restaurant chains. In 1987, Sullivan and Basham sold their franchises and Gannon quit his current position. The three entrepreneurs, each with more than twenty years experience in the restaurant industry used the proceeds from the sale of the franchises to start two Outback Steakhouse restaurants in 1988. The opening of the two Outback Steakhouse restaurants was positioned with an Australian theme associated with the adventurous outdoors. Early financing came from limited partnerships from family, friends and  associates. They did not anticipate extensive expansions or franchising. However, in 1990, friends approached the three entrepreneurs and asked for a franchise of the Outback Austrian theme. With the success of these franchises, they decided to expand and organized a joint venture with Carrabbas, leading them into the lucrative Italian dining segment of the restaurant industry. Additional opportunities with other individuals arose shortly. In just six years, Outback was voted the best steakhouse chain in the country. On top of that, in 1994 Outback was awarded Inc’s prestigious Entrepreneur of the Year award. By that time, Outback had 164 directly owned restaurants, 6 restaurants that operated through joint ventures and 44 franchised restaurants. At the rate the company was growing, Outback would near the U.S. market’s saturation within four to five years. In late 1994, the company acknowledged is ability to expand abroad by appointing Hugh Connerty as president of Outback International. As the company moves toward international expansion, they knew that a strategic plan is essential in order to assure Outback’s continuing success as it takes on the new and diverse markets abroad. Problem Definition Several critical problems arose as a result of the company’s anticipation of expansion. This event exposed the company to the complexity of moving into new and diverse markets abroad. Ability to Understand the Factors Affecting Companies’ Entry into International Markets: Connerty knew that it was impossible for Outback to expand around the world, buying property and understanding the laws and the culture in each and every country. He has learned that people are very different than Americans. U.S. restaurant chains have to take into account numerous considerations when determining which non-U.S. market to enter. Issues regarding infrastructure, demographics, income and trade laws are a few factors that can determine a company’s success or failure. The strategy created for a specific country cannot be used for another country. It is obvious that different countries have different beliefs, values and ways of  life. The product, promotional, positioning, and pricing strategies must be molded to adapt to the differences that exist in the new and diverse markets abroad. Cost of Expansion: The high cost of resources is a problem Outback will face with its international expansion. If Outback can establish a remedy to cut costs, they would be able to gain a substantial amount of profits. Outback has the highest food costs in the industry. Employment cost is also a factor that can be minimized. Store managers annual salary is $40,000 more than the industry average. These costs can be reduced and the proceeds can be reinvested in the target markets. Finding Partners to Expand Abroad: Connerty stated that the biggest decision the company will have to make is to select franchise partners. They will have to choose a person who has synergy with them, a person who thinks like them and who believes in the principles and beliefs of the company. The trust between Outback and the individual franchisees cannot be violated. The company must be able to franchise their international operations with company owned stores in the United States and franchises in the markets abroad, so that the strong support operations that exist in the U.S. exist abroad. Ability of Suppliers to Expand Abroad: It is Outback’s principle and belief, that a strong relationship with suppliers is essential. The company has never changed suppliers and has an undying commitment to them; they expect the same in return. Outback view their suppliers as partners in the company’s success and is committed to work with suppliers to develop and maintain long term relationships. The company is dedicated to obtaining the highest quality ingredients and supplies. The company’s chief chef will not tolerate less than the best. Suppliers must be able to prove that they can build plants abroad. Understanding Competitors Strategies in The International Markets: Competition affects the way companies govern and implement their decisions for their operations. Outback must examine casual dining chains with  operations abroad such as Applebee’s and T.G.I.Friday’s/Carlson Companies Inc. By examining these competitors, Outback can differentiate how their competitors’ domestic strategies differ from their international strategies. Other competitors include the top ten franchisers in the restaurant industry such as Burger King, McDonald’s, Domino’s, Hardee’s, International Dairy Queen, Inc., Little Caesar’s, KFC, Taco Bell, Subway and Wendy’s. In order for Outback to compete effectively and maximize their long-term profitability, it must be able to understand their competitors in these new and diverse markets abroad. Alternative Generation Decision Areas A business strategy that incorporates the tactics and policies for Outback’s international expansion must be developed so that Outback can compete effectively and maximize their long-term profitability. It is essential for Outback to obtain a competitive advantage to outperform their rivals and achieve targeted growth. The major decision areas that need to be addressed are: Research and Development, Market Research, Supply Management, Human Resource, and Partner Selection. Research and Development: In order to satisfy their customers, Outback must be able to address the multicultural food facts and dining customs that exist within each new territory. Outback should create a uniform Outback experience in every country, while at the same time learning the subtle differences inherent in each.  ·Option 1: Maintain current focus in research and development.  ·Option 2: Increase spending and focus on developing menus to fit each markets.  ·Option 3: Outsource the multicultural study project to an outsider.  ·Option 4: Decrease spending and imitate competitors. Market Research: Outback has realized the factors affecting international expansion. It must prepare a market research analysis of the markets abroad.  ·Option 1: Do nothing; just follow the competitors’ course. Expand into the markets that your competitor has entered  ·Option 2: Perform selective market research to determine safe markets to enter.  ·Option 3: Perform intensive market research to determine the perfect markets to enter. Supply Management: The company is dedicated to obtaining the highest quality ingredients and supplies. Outback wants their suppliers to expand with them. Otherwise, Outback must be able to develop supply channels abroad.  ·Option 1: Do nothing; stay with current supplier and ship in supplies.  ·Option 2: Find new suppliers in the new markets.  ·Option 3: Own their own supplies through vertical integration.  ·Option 4: Form a tighter relationship with the supplier and have them build plants abroad. Human Resources: Human Resources must ensure that the company has the right mix of people to perform its activities effectively. The employees must be adequately trained, motivate and compensated to perform their task.  ·Option 1: Continue to use the same aptitude tests, psychological profiles and interviews as the employee selection process.  ·Option 2: Simply hire employees who are willing to work.  ·Option 3: Hire employees who are not fully qualified but are willing to learn and grow with the company. Partner Selection: The biggest decision the company will have to make is in selecting partners. Finding the right franchise and joint venture partners to invest in is very crucial.  ·Option 1: Sustain current partners. Have them expand abroad.  ·Option 2: Conduct comprehensive research on potential alliance candidates.  ·Option 3: Franchise international operations with company own stores in the United States with franchises abroad. The decision areas, with their corresponding options, provide the basis for the alternatives that can be analyzed. StrategyResearch and DevelopmentMarket ResearchSupply ManagementHuman ResourcesPartner Selection Status QuoStatus QuoStatus QuoStatus QuoStatus Quo Increase SpendingSelective Market ResearchNew SuppliersStandard Employees Comprehensive Research OutsourceIntensive Market researchVertical IntegrationMotivated EmployeesPartner with Franchises Abroad Decrease and imitate competitors Have Supplier Build Plant Abroad Alternatives Four Strategic alternatives, or themes are defined in the following strategy table. StrategyResearch and DevelopmentMarket ResearchSupply ManagementHuman ResourcesPartner Selection Apply Domestic Strategies AbroadStatus QuoStatus QuoStatus QuoStatus QuoStatus Quo Redirect Investment Plans IncreaseSpendingStatus QuoStatus QuoStatus QuoComprehensive Research Get In The GameDecrease and imitate competitorsSelective Market ResearchNew SupplierStandard EmployeesComprehensive Research Value CreationIncrease Spending Intensive Market Research Have Supplier Build Plant AbroadStatus Quo Partner with Franchises Abroad 1.Apply Domestic Strategies Abroad: Avoid modifications of strategies that we already know is successful. Strengths  ·The company will save money by avoiding cost associated with developing and implementing new strategies.  ·The company will avoid the risks of developing new strategies that may fall short of expectations.  ·Avoid changes in the organizational structure and control system.  ·Dividends can be paid to the shareholders because the cost of expansion will be minimized. Weaknesses  ·Domestic strategies may not be applicable to the markets abroad.  ·Company’s inability to adapt to changing conditions will be observed.  ·Company’s inability to formulate strategies that build additional resources and capabilities will also be notice. 2.Redirect Investment Plans: Move away from the idea of international expansion and explore other means of investment. Strengths  ·Potentially least cost solution  ·Less impact on company’s operational structure.  ·The company can pursue other investments that are less complex, costly and risky. Weaknesses  ·Other investments may not be as rewarding.  ·Lost earnings due to potential profit loss from international opportunities.  ·Company’s inability to confront risk and challenges will be perceived negatively. 3.Get In The Game: Competitors have already established businesses abroad. It is time for Outback to gain entry and keep pace with to its competitors. Concentrate on only the most important aspects of international expansion. Focus on just getting their foot in the door as soon as possible. Strengths  ·Mid level cost solution.  ·The company’s immediate concerns will be addressed.  ·Expansion measures can be applied immediately.  ·Continuous development can occur. Weaknesses  ·Does not address long-term problems.  ·May overlook certain critical aspects.  ·May miss opportunity to maximize profit. 4. Value Creation: Create value for the company internationally by applying distinctive competencies abroad to lower the costs of activities in ways that leads to differentiation and premium pricing. Gain a competitive advantage by providing high quality dining at reasonable prices. Strengths  ·Creating value for the company will ultimately increase profits.  ·Value creation will create an improved company image for the shareholders and the investing public.  ·Improved efficiency in the company’s operations will in the long run decrease cost. Weaknesses  ·High cost solution.  ·Concentrating on value creation may lead the company to neglect other important factors that can affect expansion. Scenarios Scenario 1: Craze for a high protein diet: High protein, low-carbohydrate diets will become popular all over the world. The demand for steak will increase, in effect increasing the demand for Outback restaurants throughout the world. Probability: Medium Alt 1: Expansion strategy will be implemented promptly in the international markets Alt 2: Expansion will appear to be the right investment to pursue. Alt 3: Immediate expansions will begin. Alt 4: Shareholders will get value from their investment. Scenario 2: A disease is linked to the consumption of beef: A disturbing reports that links the consumption of beef to a disease provokes fears of consuming beef worldwide. The consumption of steak decreases and other meats are consumed as an alternative. Probability: Medium Alt 1: Plans of expansion may be terminated or prolonged. Alt 3: Redirecting investment plans will appear to be the best proposal. Alt 3: Immediate entry no longer appears to be practical. Alt 4: Would provide marketing advantages for Outback in the United States and globally. Recommendation Even though it’s the most difficult and time consuming, I recommend Outback  to implement Alternative 4, Value Creation. It is very important because the source of a competitive advantage is superior value creation. The shareholders will be pleased to know that as a result of creating value earnings will eventually increase. The shareholders will have more confidence in the company’s financial positions and future operations. Alternative 4 is preferable to the other strategies for the following reasons: Alternative 1: Domestic strategies may not be applicable to the requirements needed in the international markets. The company will lose out on the possibility of formulating strategies that build additional resources and capabilities of the organization. Alternative 2: Shows that the company is afraid to take risk. The company is trying to avoid risks but at the same time they are losing out on opportunities as well. Competitors will take advantage of this flaw and gain market shares from the company. Alternative 3: Even though this might be acceptable in the short term, many minor problems may arise in the long term. Other problems will evolve in the future and may actually cost the company a lot more than they had anticipated. Implementation The company has to take the following actions in order to affect the value creation strategy.  ·Intensive market research is necessary to determine the perfect markets to enter.  ·Increase spending on research and development to adapt the menus to the markets.  ·Franchise international operations with company own stores in the United States with franchises abroad so that the strong support operations that exist in the U.S. exist abroad.  ·Find ways to cut cost while increasing value without affecting quality.  ·Form tighter relationship with suppliers and have them build plants abroad to ensure quality ingredients. There are many challenges a company must face when deciding to expand into international markets. The implementation of this strategy will require a great deal of commitment from all the individuals throughout the company. The business strategy must align with the strategies of the company, business units and functional levels.

Production Technology Of Paddy And Direct Seedling...

AMITY INSTITUTE OF ORGANIC AGRICULTURE DIRECT SEEDLING METHOD IN RICE CULTIVATION SUBMITTED TO, DR, NALEENI RAMAWAT SUBMITTED BY. CH PAVAN KUMAR ENROLL:A1425913039 S.NO TOPIC 1 INTRODUCTION ABOUT KVK 2 MANDATES OF KVK 3 INTERVENTIONS OF KVK IN THE DISTRICT 4 COLABARATE PROGRAMMES 5 PUBLICATIONS 6 PRODUCT OF KVK 7 INTRODUCTIONABOUT DRUM SEEDER TECHNOLOGY 8 DIFFERENCE BETWEEN TRADITIONAL,SI AND DRUMSEEDER METHOD 9 GOOD PRACTICES LIKE PROBLEM IDENTIFICATION 10 SOLUTIONS AND TESTING IN FARMFIELDS 11 TECHNOLOGY ADAPTATION LIKE TECHNOLOGY PROMOTION 12 BENIFITS AND IMPACTS OF DRUM SEEDER TECHNOLGY 13 DISTRICT PROFILE LIKE RAIN FALL, SOIL, CLIMATE, AGRO CLIMATIC ZONES 14 FERTILITY STATUS OF SOIL IN THE DISTRICT DECLARATION I here by that the report entitled ‘production technology of paddy’ and direct seedling technique is record of 30 days summer internship programme undergone by me from 12/05/2014 to 12/06/2014 at krishi vigyan Kendra ,Acharya ng ranga agricultural university ,Hyderabad. tirupathi, Andhra Pradesh. NAME: PAVAN KUMAR

Outline Of A Literature Review - 2109 Words

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