Analytical Essay Essays

Analytical Essay Essays Analytical Essay Essay Analytical Essay Essay Essay Topic: Analytical Discourses have powerful social effects and can empower some, while marginalizing others. In the texts Lost Property and Muriel’s Wedding the dominant discourse is relationship. The audience is positioned to see Josh Tambling from Lost Property as having tough relationships as he is the one who is expected to pull through. While Muriel Heslop from Muriel’s Wedding is portrayed as unreliable and selfish as the story is told. In the early stages of both texts it is obvious that Josh and Muriel have different relationships, as Josh is respected and dependable while Muriel is rejected and a failure. Josh is trustworthy towards his friends which make him respected in his relationships. For instance, he shows his loyal and respectable values and attitudes in the first chapter as he tends to a woman customer who has lost her cardigan. â€Å"A cardigan. What colour was it, Madam? † Josh asks politely to help the woman. (p3). Josh also shows that he is dependable by singing songs in the band which are chosen by the lead guitarist Neven, despite not liking the song. After viewing the first couple of scenes of Muriel’s Wedding, it is clear that Muriel is rejected and has complete different relationships than Josh. In the first scene, she attends an engagement party. While there she is confronted by the police and a woman accusing her of stealing the dress she is wearing. As she arrives home in a cop car, she is then ridiculed by her family which leads to her father, Bill Heslop, bribing the police men and leaving with a carton of beer. In the first text the audience is positioned to recognize Josh’s deeds as a reliable and honest person, whereas Muriel is some what felt sorry towards for being unwanted and a disappointment. As the plot progresses the bonds between relationships are strengthened. For example, when Josh meets Gemma, he realizes that she is unlike his girlfriend Alicia. Josh has an in depth conversation with Gemma about God, which earlier he tried to have with his girlfriend. This, however, has an unfavorable effect on his relationship with Alicia. Josh’s relationship with Clive, his supervisor in the lost property shop, is as well strengthened when Josh accuses Clive for stealing. Which later on he finds out Clive was keeping these items for people who needed them for sentimental value. â€Å"No, all these things belong to someone else. That’s what the Lost Property Office is for, to get lost things back to their owners. † says Clive. (p115). Even though Muriel is not liked by many, she still manages to get a job with the help of her father, as a beauty consultant. During this time, she is abandoned by her high school friends who afterward go on a holiday. â€Å"You embarrass us. † stated by Nicole, one of the three friends confronting Muriel. Shortly after she had been abandoned, Muriel takes money from her father’s bank to fund for the same holiday as her friends. Whilst on the holiday, Muriel meets Rhonda, who helps Muriel by keeping her company on the holiday. Muriel is then hassled by her father about the money she took, under the pressure, she then moves to Sydney with her new found friend Rhonda. The audience is placed to see how both Josh’s and Muriel’s relationships grow as the narrative unfolds. The last stages of both texts are very similar, nonetheless the discourse of relationship remains the same. At first it looks like Josh is not going to have a happy ending, with Alicia breaking up with him and then Josh dropping out of the band. But Josh manages to keep his life steadily on track after facing his brother in Mackay. He later forms a new relationship with a girl from Fidelis, Isobelle, and at the same time mending his relationship with the band. Michael, Josh’s older brother finally comes home, not by himself though, he ends up bringing his girlfriend and with them their new born son. â€Å"Mum and Dad, this is Kelly,† Michael says proudly, â€Å"and this one here†¦is your grandson, Stuart. † (p266). On the other hand, Muriel’s Wedding ends unfortunately with Muriel’s mother dying as she commits suicide from the pressure of her depression. But not all is bad for Muriel as she returns to Sydney with her friend Rhonda, after she is in a wheelchair from not recovering from her cancer. Although both texts end in a different way, the audience is still positioned to see Josh and Muriel as people who have difficult relationships but in the end rewarding. In conclusion, both Lost Property and Muriel’s Wedding mobilize the discourse of relationships. The reader is positioned to see Josh and Muriel as being pleasing people, who would do everything for their friendships. Throughout both texts Josh and Muriel are constructed as characters who display loyalty and respect towards their friends, supporting them through the harsh periods in their lives.

Production management quality management systems. Case study of IDT Australia limited.

Production management quality management systems. Case study of IDT Australia limited. Introduction Historically, manufacturing management concept was coined by Adam Smith in eighteenth century in his contribution to specialization of labor in manufacturing. Adam Smith indicated that industrial jobs can be broken into smaller jobs and laborers were recommended to specialize in areas that they deem perfect, skilled and efficient (Anon, 1998).Advertising We will write a custom report sample on Production management: quality management systems. Case study of IDT Australia limited. specifically for you for only $16.05 $11/page Learn More Accordingly, Fredrick Taylor coined the scientific management theory and implemented Adam Smith’s recommendation to manufacturing set up. In this respect, organizations in the service and manufacturing industries have a production or an operation department. The departments are significant in that they provide the services or the goods that translates to organizations’ revenues. Production or operati ons management is the process through which inputs resources are combined and transformed in production synergies of the organization, to provide value added outputs in a planned and controlled criteria, utilizing organizations’ policies and procedures (Anon, 1998). Essentially, production is that part of organization concerned with bringing inputs together and transforming them into a range of quality output product. Production entails a set of interconnected activities to create a product. Production management refers to activities of manufacturing of goods while operations management involves activities in the delivery of services. Applying the scientific management theory, managers in the contemporary industries have adopted to techniques and procedures, concentrating on increased quality and economic efficiency in manufacturing products. According to Llopis Josà © (nd), research shows that laborers in organizations are focused in waste reduction and realizing high leve l of efficiency and quality. The paper focuses on the production management in a case study of IDT Australia limited. Importantly, the case study provides a detailed analysis of quality management in organizations. In addition, a recommendation or suggested strategies to improve current situation is also provided. Research objectives The objectives of the study include: To establish quality management process and the vital quality management activities in organizations To elaborate the concept of standards, assurance and control to organization quality management To explain organizations quality measurement and limitations in total quality management To bring forth suggestion on the improvement of the current situation in quality management in IDT Australia limited IDT Australia limited Institute of drug technology Australia Ltd (IDT) operates in a highly monitored and specialized field of manufacturing pharmaceutical drugs and substances. Based in Melbourne, Australia, IDT is Aus tralian pharmaceutical contract manufacturing organization for over 25 years of experience in production for local and international markets.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The company possesses international recognized pharmaceutical producing facilities. According to company profile, the company is primarily committed to supply of drugs and provision of research and development and other technical services. The company commits its resources in four activities that include; new drug development and scale up, clinical research services, API manufacture and pharmacy services. According to the AusBiotech (2009), the company’s â€Å"state of art† facilities are developed and designed to conform to the international regulations and standards GLP/GMP requirements. The company’s 15 manufacturing suites have been purposely constructed as contained s uites, enabling the production of highly potent and cytotoxic drug in a human health conducive environment (AusBiotech, 2009). IDT has employed approximately over 100 employees where around 65 staffs are engaged in manufacturing and the other 35 staffs employed at the clinical facility. The company does not face stiff competitions since it has a distinct competitive advantage. Among its competitive advantage include; confidentiality in drug development and manufacture, access to the most prominent clinical facility nationally and overseas, access to large database of clinical trials volunteers and experience of over 25 years in drugs manufacture and research contract (AusBiotech, 2009). Production management Anon (nd) defines production as â€Å"the step by step conversion of one form of materials into another form through chemical or mechanical process to create or enhance utility of the products to the user†. Ideally, production can be seen as a function in organizations th at convert inputs into outputs that are of high quality level (Bagad, 2008). Similarly, production is a process of adding value to inputs. The figure below shows an example of production process adopted by most of manufacturing industries including IDT Company. Figure one: production process diagram, source (anon, nd)Advertising We will write a custom report sample on Production management: quality management systems. Case study of IDT Australia limited. specifically for you for only $16.05 $11/page Learn More As the above diagram indicates, manufacturing is a system that comprises transforming inputs into outputs through a certain process and management of the system to produce high quality products economically and efficiently. The continuous monitoring of the production process is one of the most important function of management (Hakes 1991). Ideally, management team concentrates on Demand Forecasting, Aggregate planning, Inventory management, material Requirement Planning (MRP), Constraints and bottleneck managemen,t and Quality management. Quality management The term quality is frequently used in production processes. Departments of trade and industry define this term as â€Å"delighting the customers by fully meeting their want, needs and expectations† (Anon 1998, p.12). Radziwill (2005), argues that quality is an indicator of high and improved performances, whether in relation to the individual performance, teams, products or the whole company. Quality can also refer to free from deficiencies or abnormality of products, or leading to total satisfaction to the expectation of the end user. Organizations evaluate or measure quality through their performances, costs, prices, supply time, consistency, accessibility, and upkeep of customer relationship. Thus, organizations must first recognize customers’ expectations and need to deliver quality to the market. Market research becomes significant process of establishing products features and the customers’ expectations. Quality management entails the process of planning. Organizing, staffing, directing and controlling quality system s in organizations to meet products requirements and customers’ expectations. Radziwill (2005) defines quality management as to involve developing and applying quality management and control systems in production, operations or delivering substantial satisfaction to the customer. In other words, quality management system can be viewed as tailored tender of principles into a collection of standards, policies, procedures, tools and methodology implemented to achieve quality goals of all industrial participants (Radziwill, 2005). Markets acts as interface between customers and organizations and grounds of evaluating quality of products offered by different organizations. Market environments are ever dynamic and organizations must be vigilant in supplying and maintaining quality on their products. Competitions in the market have changed directions and quality provision is now a competitive strategy. Macro-economic factors are still changing and enforced through rules, requirements and procedures. International standards of organizations have brought forth another approach to enforce quality in organizations. In this regards, organizations qualifying to promote and maintain quality are recognized as ISO quality certified.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Moreover, there exists interconnectedness between all participants in a production process to ensure total quality control. Various interfaces exist in the process such as customer-organization interface and supplier-organization interface (Hakes, 1991). Thus, cooperation of all is vital to enhance a total control system. Therefore supply chain management becomes a significant approach to managing total quality. Customers and suppliers in quality management Basically, organizations must understand who their customers are, what are their needs and expectations and how the organization can find out these. Again, the firm must know how to evaluate the ability to meet these wants and expectations, is the organization capable to meet these?, can the company continue to meet these needs and expectations in long run?, and how the organization can control and evaluate the performance in meeting customers’ needs and expectations (Hill et al., 2001). Similarly, organizations are custom ers of a certain suppliers. Therefore, for organization to improve the supply chain and achieve quality management objectives there is a need to understand it’s internal and external suppliers. Organizations must know who their external and internal suppliers are, and what are the organizations needs and expectations from suppliers, and how to effectively communicate these needs. In additions, organizations must evaluate whether potential suppliers are capable of achieving their needs and expectations and strategize on the effective approach to communicate any change in expectations. As noted by Bagad (2008), the realistic perfect situation is an open partnership relationship between all parties where share and benefit concept exist. This means that as the organization is aware of the customers’ benefits they must conversely appreciate the expectations of their suppliers. Quality planning Managers frequently argue with their counterparts on how essential quality manage ment is vital as competitive edge, yet relatively a very small percentage know how to implement it in their organizations (Bagad, 2008). By committing organization to quality management, staffs must also understand systems necessary to upgrade the production process. In his research on quality management in organization, Anon (nd) indicated that quality is synonymous of integrity, standardization in production process and the customer trustworthiness towards company’s products. To achieve organization goals, mission and realize vision, planning is the first function of management and unto which all other functions depend on. In this regard, as Bagad (2008) suggests, without adequate planning for quality management, control and assurance becomes problematic to organizations. Proper total quality planning provide avenue to quality control and assurance translating to objectives accomplishment. Quality control A proper quality management system enhances firms to accomplish objec tives targeted and sustain the strategy. As Bagad (2008) states, it is imperative for organization leaders and managers are responsible in monitoring the quality journey. Once the quality management strategy is implemented, it needs performance evaluation to control the policy. Through monitoring and controlling, the desired level of performance is realized and also sustainable in long run. Quality Control should be established in all levels of organization’s management. Ideal control is undertaken by quality control team via activities of performance evaluation and monitoring (Bagad, 2008). Quality assurance and standards pqcassist, (nd) indicated that, companies committed to inspiring confidence to customers and staffs, break barriers between organization departments and achieve business goals must have quality assurance and standards systems. According to Bagad (2008), standards are requirements, frameworks or procedures that must be adhered by the individual, government, firms, and industries and are usually enforced to achieve specific targets. Policies in organizations enforce standards for either operating business activities or implementing certain managerial plans. Standards can only change under a formal framework and passed by key stakeholders of framework. As argued by Radziwill (2005), organization quality systems are focused to attain conformity, reduce variation, eliminate non adding value activities, waste reduction, minimize/prevent workers error and increase integrity thereby improving productivity and customer satisfaction. All organization objectives are attainable by implementing a dynamic, up to standards and assured quality management system (Bagad, 2008). International organization for standardization is the reputed standard body for quality assurance to partners in all industries across the world. Another is the fair trade partnership agreement. Quality management system certified to ISO 9001 or 9000 refers to organization benef its in achieving consistency business processes and ambitious measurement/evaluation, and cost leaders or performance perfection. IDT Australia is among over one million companies certified for ISO 9001 and 9000 certification across the globe. For quality assurance the company must be ISO 9001: 2008 certified. The certification is the world’s leading quality management system for assurance and standards. This certification refers to company assurance in quality standards in areas such as customer focus, leadership, involvement of people, and continuous improvement in quality systems (pqcassist, nd). In addition, the company either small or large must poses realistic approach to decision making, improve in process method, system approach to management and shared beneficial supplier relation must exist (pqcassist, nd). Current situation in the company Emphasize on innovation has increased in Australia for the past and recent years. Understanding the quality management concept o n managers and employees is much emphasized under industrial research and development. IDT Australia managers are well conversant with the quality management in production and all other areas. The company has employed over 25 PHD doctors and researchers to facilitate the creation and development of effective quality management in assurances and control. As an international competitive organization, adherence to different quality management standards and policies is pivotal to its success. The company measures its total quality management by a basis on analyzing customer requirement, defining its processes that bring out products and services to the customers and provisions implemented in retaining a quality control system. IDT organization structure and its functional units are accorded quality control manual and assurance department is instituted in all key quality adherence units. Quality assurance unit in the company concentrates primarily on the customer handling, proper books k eeping, products quality and handling and the safety of organization physical and non-physical assets. Current total quality management system implemented by the organization is comprehensive process of stakeholders’ satisfaction. Stakeholders include the customers, shareholders, suppliers, the government, and the employees. The quality control starts with implementing supply chain effective to meeting both the needs of customers and the suppliers. The company manuals indicate total quality management process comprises of quality assurance to the manufacturing activities and the customer service delivery at the clinic unit. Basically, IDT Australia limited assurance and control systems ensures that the process prevent problems or issues that may arise, detecting them in advance, identifying accurately their causes, providing remedies immediately, prevent future occurrence and enhance quality progress. As the objective of the company total quality is providing products of high quality that provide value and meets customers expectation, its system is derived from ISO 9001 certification and framework supplemented by the customer specification requirement (Hill et al., 2001). Currently, the company upholds its ability to provide continuous improvement in quality and increase individual goal accomplishment. The quality manuals state that, â€Å"Quality management system shall promote guidance for the continued efforts including customer satisfaction, quality and reliability of products, process and all attached services† (MarketPublishers, 2011). Data analysis The above literature review on production and quality management systems, and the current IDT Australia limited situation has left very many questions unanswered relating to the company’s quality management. The literature brings unclear contribution of quality issues in the organization achievement. Fundamentally, it is important to understand the various factors that influence the quali ty of firm’s products and the satisfaction of the customers. The influence of either internal or external factors and the unanswered question persuade the study to carry out more research and conduct a data analysis. Specific objectives of the study are; a) To establish quality management process b) To elaborate the concept of standards, assurance and control c) To evaluate organizations quality measurement and limitations d) To assess and provide suggestion on the improvement. In general, the concept quality is a multidimensional term which can be measured and evaluated by many factors and indicators that are associated with customer satisfaction and the supply chain quality. In this study, the analysis on the quality management in IDT Australia limited focuses on customer needs fulfillment and satisfaction. Investigating the impact and the quality level of IDT limited by applying customer response is more acceptable than taking the whole supply chain fulfillment. In this re gard, to identify and analyses customer related issues and complaints in the study, freely and accessible information or data is utilized. As Radziwill (2005) supports, Critical Incident Technic (CIT) is the appropriate methodology employed to categorize and systematically analyze customer related issues and complaints from the standpoint of IDT Corporation. The following table provides categories of quality delivered by the company and the associated group of benefit. Table 1: quality categories and the benefit group Quality category Service issue and complaint Quality benefit group Service or staffs competence Staffs are well qualified and can solve problems. Over 25 staffs are PHD qualified Customers Research partners Service and product availability High customers response Experience of over 25 year Customer loyalty. Less competition Customers Government Research partners Other suppliers Product fulfillment No over production Customer complaints handled by professionals Retailers End users International clients Delivery No delay in delivery No wrong product and service delivery Drug distributors Contractors Government Patients-customers Product quality(goods and services) Performance is consistent Control mechanisms are excellent ISO quality on drugs certified Manufacturer Employees customers Source: MarketPublishers (2011). The analysis done identifies that there are certain reasons that make companies become ISO certified. These factors include the relationship with customers, and include internal factors and the external factors. Among all the factors, internal factors are the most preferred. In addition, the relationship with customers may neither be influenced by the quality control, nor quality system be influenced by customer satisfaction. Customer satisfaction and requirement fulfilling may be influenced by the internal marketing strategies. Furthermore, quality management literatures show that external factors and internal factors lead to companies’ certification. From the table the analysis concludes that, it is imperative for the organization to provide continuous quality improvement criteria where controls and assurance can be benchmarked with their competitors in the global arena. As presented in the literatures, the issue of identifying, assessing quality based on customers’ satisfactions is not adequate. In this respect the research require full primary data collection consideration. Recommendation Generally, the adoption and application of ISO 9001 and 9000 in health services and drugs, and the utilization of customer specification is justified by the organization quality management manuals, issues may arise in quality control and assurance. This way organization is driven by many factors in seeking for certification from either ISO, trade fair or from the government. In certain circumstances, internal factors are largely depended on when seeking certification. Internal factors include th e level of employees performance, level of company performance financially and quality of the management. As argued by Llopis and Josà © (nd), successful implementation of quality management system to organization may reveal benefit of low cost and also differentiation. Therefore, adapting to ISO 9000 is much fair in terms of environmental factors. Essentially, internal factors contribute positively to internal organization improvement, while external factors contribute into good relationship with the external environments. Llopis and Josà © (nd) indicate external benefits as increasing market share, improved customer satisfaction, attracting new customers and retaining the relationship with customers and suppliers. Internal factors positively lead to increased staffs motivation and productivity, true and fair books of accounts presentation, efficiency achievement and lowering production costs. The motive of organizations is to make profits and increase shareholders wealth. Based on this, companies that are certified due to internal factors makes higher profits that those certified due to external factors. Therefore, IDT Australia limited should be more focused on internal factors rather than external factors. Essentially, the reason why firms seek certification depends on the amount of internal managers’ dedication to the internal factors. Therefore, internal factors are vital and most recognized influences of certification and quality management systems. Conclusions All organizations consist of departments, customers, suppliers, and customer supplier system. Supply chains are exhibited by the suppliers, departments and customers’ interfaces. The objectives of a supply chain monitoring are achieving just in time delivery and meet customers’ expectations through quality products. Poorly established supply chain translates to poor quality and customer dissatisfaction. Therefore, to achieve total quality throughout the company operations, every participant in the supply quality chain must be focused and trained on customer- supplier relationship. Fundamentally, quality management system can be implemented through a supply chain system. In this perspectives, internal factors, external factors and the customer relationship with the organization is taken into consideration. The fact that IDT Australia limited has been certified for a long period of time and it has experience of over 25 years does not have an impact of the profits. The firm size qualification quality management is far much influenced by its internal functioning and other internal factors that accelerate quality control and quality assurance to internal and external observers. List of References Anon (1998) Production and operations management: An international journal of the Production and Operations Management Society, Volume 7. Production and Operations Management Society, University of California. Anon (nd) Introduction to production and operations ma nagement. Web. Available from: masterproductionscheduling.com/int-production-management.pdf . AusBiotech (2009) IDT Australia Limited Contract cGMP manufacturer of high-potency and cytotoxic active pharmaceutical ingredients and finished solid dosage forms. Web. Available from: ausbiotech.org/directory/details.asp?companyid={9E71A623-89B9-4168-BF64-688A3E279E72}returntourl=%2Fdirectory%2Fsearch.asp%3Fpg%3D22 . Bagad, V.S. (2008) Total Quality Management. Vienna, Austria, Technical Publications. Hakes, C. (1991) Total quality management: the key to business improvement: A Pera International executive briefing. Canada, Springer. Hill, N., Self, B., Roche, G. (2001) Customer satisfaction measurement for ISO 9000:2000. Oxford, Butterworth-Heinemann. Llopis, J. and Josà ©, T. J. (nd) The Importance of Internal Aspects in Quality Improvement. Web. Department of Business Management, University of Alicante. Available from: http://rua.ua.es/dspace/bitstream/10045/1673/4/The_importance_of_i nternal_aspects_in_quality_improvement.pdf . MarketPublishers (2011) IDT Australia Limited Fundamental Company Report Including Financial, SWOT, Competitors and Industry Analysis. London, Business Analytic Center (BAC). Pqcassist (nd) Standards Australia – Quality Management Systems: Industry News. Web. Available from: http://pqcassist.com/pqc/docs/QMS%20Standards.pdf . Radziwill, N. M. (2005) Quality Management in Astronomical Software and Data Systems. National Radio Astronomy Observatory, 520 Edgemont Rd., Charlottesville VA 22903. Available from: gb.nrao.edu/~nradziwi/v8adass.pdf .

Darfur after the war Essay Example | Topics and Well Written Essays - 500 words

Darfur after the war - Essay Example The three sides were Cameroon, Port Sudan, and Libya. The humanitarian food supplies needed to be transported in all-terrain vehicles over large land areas upon arrival in Africa. The rainy season made the land routes to the camps of refugees in Sudan and Chad impassable. Even after the passage of so many years since the conflict of Darfur, it is incredible that the refugee camps are still being filled by new Darfurians. â€Å"A decade since the beginning of the Darfur conflict the region’s people are still suffering. Millions have been forced from their homes and 2.7 million people still rely on food aid for survival† (Featherstone cited in Gov.uk, 2013). Physical and sexual assaults on the residents of these camps are reported almost daily. The already meager livelihood of these people is worsened by the lack of security. As a result of these challenges, the effort of helping these refugees is amongst the largest operations of humanitarian relief in the contemporary age. Numerous countries around the world in general and especially the US have heavily donated humanitarian aid to the refugees of Darfur. These operations include but are not limited to providing the refugees with food, clean water, shelter, nutrition, education, healthcare, activities that generate income, and protection from diseases. Besides, the UK is also playing an important role in alleviating the sufferings and pains of the refugees of Darfur by providing them with food, shelter, and healthcare facilities. The UK is also providing its judges and policemen with training to help them make the fragile communities stable. The environment of Darfur is dangerous and very volatile and poses numerous challenges to both the refugees and the external donors of aid. According to the UN, the death toll as a result of the Darfur genocide is over 300,000 whereas this number is estimated to be at least 400,000 by the former UN undersecretary-general

WEB based Essay Example | Topics and Well Written Essays - 2000 words

WEB based - Essay Example This results in a program that is fast in its responses and free of errors. Also, a Unified modeling Language (UML) will be used to study use requirements in the system and identify possible cases for users at various levels. Use Case diagrams in UML will allow us to establish behavioral patterns for the users of the system in order to correctly asses and develop programming features necessary in an organized manner.   According  to the notes of Jeffrey A. Hoffer, Joey F. George, Joseph S. Valacich (2009) presented in association with their distinguished course in modern systems analysis, the definition for the waterfall model is a traditional model that works in many phases, and is often useful in the design of new software systems. In this model, the first phases begins upon the completion of the proceeding phase, with each phase following sequentially. These systems have either no instance or only isolated instances of backtracking and looping. This system provides both simplicity in management and ease of use for the end user, and so lends itself to goal development in each phase (Higgins 2009). The performance of the system will be evaluated in this section, including a detailed discussion of the operations necessary for the system to function. Functional requirements will necessitate the division of the system between two user types to be referred to as administrative users (Admin) and student users (students). Assessment of functional requirements will allow for the effective assessment of system requirements. Non-functional requirements enhance the understanding of unique and specified requirements of the system that are not related to system functionality, including the ease of use and specific hardware/software/upkeep necessary for the successful implementation of the project. According to the Inopedia hompage, the definition UML provides a nonproprietary standard of best-practices for engineers in software development. UML is a third

Week 456 CRJ 330 Essay Example | Topics and Well Written Essays - 250 words

Week 456 CRJ 330 - Essay Example If, for example a one year in jail is increased to five years in prison, they say that it does not reduce crime, but only increase the imprisonment period. Furthermore not all are caught on their first crime. The passing of the three strike law in California saw a 27 years old man imprisoned for 25 years for stealing a pizza. Others, however, argue that if penalties on certain crimes are made harsh, people or in this case criminals will avoid crime due to fear. The American criminal justice officials implemented policies to respond to the crimes of terrorism. To them, the rights of the terrorists should not be violated as well as those of their immediate families. According to them, these criminals should be allowed judicial assistance; they should not be intimidated, and should be provided with medical, social and psychological assistance. They should also be compensated if necessary. The USA has the best police force. Their functions are clearly outlined and they do not cross borders in performing their duties. They are not a source of fear to the community but are a source of assistance. The police force is divided into different departments each performing its designated function. The departments perform their tasks without

The Essence Of Mbo Business Essay

The Essence Of Mbo Business Essay The use of management objectives was first widely advocated in the 1950s by the noted management theorist Peter Drucker. It can be defined as a process whereby the employees and the superiors come together to identify common goals, the employees set their goals to be achieved, the standards to be taken as the criteria for measurement of their performance and contribution and deciding the course of action to be followed. The essence of MBO is participative goal setting, choosing course of actions and decision making. An important part of the MBO is the measurement and the comparison of the employees actual performance with the standards set Ideally, when employees themselves have been involved with the goal setting and the choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities. THE PROCESS OF MBO: Management by objectives (MBO) involves setting specific measurable goals with each employee and then periodically discussing his/her progress toward these goals. The term MBO almost always refers to a comprehensive organization-wide goal setting and appraisal program that consist of six main steps: Set the organizations goals. Establish organization-wide plan for next year and set goals. Set departmental goals. Here department heads and their superiors jointly set goals for their departments Discuss and allocate department goals. Department heads discuss the departments goals with all subordinates in the department (often at a department-wide meeting) and ask them to develop their own individual goals; in other words, how can each employee contribute to the departments attaining its goals. Define expected results (set individual goals). Here, department heads and their subordinates set short-term performance targets. Performance review and measure the results. Department heads compare actual performance for each employee with expected results. Provide feedback. Department heads hold periodic performance review meetings with subordinates to discuss and evaluate progress in achieving expected results. MBO appraisals are suitable for measuring quantitative and qualitative output of high-level employees. High-level employees such as managers generally report to directors, according to hierarchy and the chain of authority present in many organizations. Therefore, managers and the directors or executives they report to often work together to establish MBO goals for this type of appraisal. Performance Appraisal : A Look Employers use performance appraisals to measure both the quantity and quality of production. Performance appraisals typically are conducted annually, and employers often base decisions about salary raises, wage increases and year-end bonuses on employee performance. An MBO appraisal is just one method among several types of performance measurement tools. Others include: Graphic Ratings Scales, Narrative Evaluations, 360-Degree Appraisals, Peer Evaluations, Forced Ranking Or Differentiation Appraisals. One well-regarded and widely used approach to performance appraisal is called MANAGEMENT BY OBJECTIVES (MBO). By definition, under this method, you evaluate your employees on the basis of results. MBO is more than performance appraisal its a construct for managing the entire organization. Its breadth includes the organizations vision, values, strategies, goals, and performance measurement. MBO (management by objectives) methods of performance appraisal are results-oriented. That is, they seek to measure employee performance by examining the extent to which predetermined work objectives have been met. MBO begins with managers at the top of the company setting goals. Then managers and employees at each successively lower level develop their own goals. Employees goals are designed to support the goals of their own managers. In this way, the entire organization is linked together in the pursuit of objectives. The focus is on outcomes that are clear, specific, measurable, and supported by action plans, benchmark dates, and deadlines. All aspects of the goal-setting process also apply to the employees personal and developmental goals, such as building their skills or knowledge base. Once an objective is agreed, the employee is usually expected to self-audit; that is, to identify the skills needed to achieve the objective. Typically they do not rely on others to locate and specify their strengths and weaknesses. They are expected to monitor their own development and progress. After employees meet with their managers to establish their goals and action plans, the employees return to work newly energized and focused on specific short-term and longer-term targets. Simultaneously, their managers monitor the employees performance, provide coaching and support, remove barriers or help employees overcome them, and make adjustments and course corrections as necessary. The employees performance and progress are clear, measured, documented, and transparent every step of the way. Employees are highly motivated through MBO because theyve been able to actively participate in the process of setting goals, instead of simply having the goals dumped on them. Their involvement in this type of decision-making helps meet many of their higher-level needs for accomplishment, achievement, recognition, and self-worth. MBO brings a wide range of advantages to the appraisal process: It helps build relationships between managers and employees. MBO includes a great deal of contact and communication between managers and their employees, which builds camaraderie, communication, and trust all key elements in strengthening teamwork. It fosters a comfortable climate in the workplace. MBO helps build an atmosphere of respect and trust within a given department and beyond. Because managers work directly with employees to identify and solve problems, MBO improves the quality of decision-making and problem solving. Its fair. Employees are evaluated on the basis of their performance and attainment of goals, which is regarded as fair and energizing. Its quick and easy. Performance evaluation forms associated with MBO are a breeze to complete. Typically, they spell out each objective as established at the beginning of the cycle, and then provide a space for the manager to summarize the results. Some MBO forms also include a scale that asks for a numerical assessment of the employees success in meeting their goals. These scales guide the managers in the rating process by including specific descriptions of excellent, good, fair, and poor levels of goal attainment. Management by Objectives and performance appraisal: The MBO approach overcomes some of the problems that arise as a result of assuming that the employee traits needed for job success can be reliably identified and measured. Instead of assuming traits, the MBO method concentrates on actual outcomes. If the employee meets or exceeds the set objectives, then he or she has demonstrated an acceptable level of job performance. Employees are judged according to real outcomes, and not on their potential for success, or on someones subjective opinion of their abilities. The guiding principle of the MBO approach is that direct results can be observed, whereas the traits and attributes of employees (which may or may not contribute to performance) must be guessed at or inferred. The MBO method recognizes the fact that it is difficult to neatly dissect all the complex and varied elements that go to make up employee performance. MBO advocates claim that the performance of employees cannot be broken up into so many constituent parts as one might take apart an engine to study it. But put all the parts together and the performance may be directly observed and measured. CONCLUSION: Although OD emphasizes the macro aspects of the organization, the individual is not ignored. In fact, individual developmental aspirations are identified and integrated with management development; managerial needs are translated into personal development objectives and action plans. Management by Objectives, the widely acclaimed and applied approach to management, has undergone considerable change over the years. In its early development, MBO was primarily an appraisal tool. Next, it integrated individual needs with organizational objectives. MBO was then expanded to include long range, strategic planning. But to remain a viable and effective managerial system, MBO must continue to evolve. New knowledge, where appropriate, must be merged with MBO. The inputs to the organization are transformed through the MBO process to produce the outputs. To be sure, this new MBO model is complex, but so is management. MBO must continue its evolutionary path and continue to aid, not add to, the work of the manager.

Tulare Township Essay -- Artificial Irrigation, Northern California

C-Irrigation The familiar rural landscape of today’s Tulare Township is the artificial creation of irrigation. The modern eye—accustomed to the regularity of shaded orchards and the linear furrowed fields of row crops—finds it difficult to imagine the countryside before irrigation, much less the arid, barren grassland that existed until the 1860s. One has a tendency to see this landscape as eternal. But the current rural scene is not yet a century old. Although Tulare Township residents had long recognized the need for irrigation, irrigation on a mass scale came late to the district. The reasons for the delay—politics, geography, technology, and economics—tell, in microcosm, the San Joaquà ­n Valley irrigation story. It did not take long for California’s small farmers to realize that dry farming, which depended on winter and spring rains, was not trustworthy. The first two decades of California’s Wheat Bonanza era—the 1860s and 1870s—saw wide variation in crop yields as the state alternated between drought and â€Å"normal rainfall† years. While the large bonanza ranchers could survive the droughts of 1863–1865, 1870–1871, and 1873–1875, the small ranchers often failed. The Diablo Range’s â€Å"rain shadow† worsened the challenges for West Side grangers; even â€Å"below normal† rainfall elsewhere could seriously jeopardize the West Side harvest. By 1870, the need for extensive irrigation in the San Joaquà ­n Valley was clear, but how should Californians carry out the task? The earliest Northern California tries at large-scale irrigation were entrepreneurial ventures. Investors fashioned commercial irrigation companies that owned the canal system but not the irrigated lands. In the 1870s, land speculators regularly used this arrangement to st... ... to approve the bond sale. Although some accused Crittenden of defecting to the cattle interests, his reluctance may have reflected the general loss of enthusiasm by West Side farmers for irrigation in the late-1870s. The drought of the 1870s had ended, and the wet years brought good West Side harvests. It no longer felt urgent to spend money to avert crop failures. Besides, some farmers believed the district could not sell its bonds without state backing. The second Westside authorization act had not included such a provision after Bay Area interests had objected. As later experience would prove, the lack of state backing often placed a serious handicap on marketing irrigation securities. By 1880, the West Side Irrigation District, authorized but never implemented, had collapsed. Tulare Township would wait another thirty-five years for large-scale irrigation.