The Butcher and His Fiend Like Queen in William Shakespeare’s Macbeth

The Butcher and his Fiend like Queen in William Shakespeare’s Macbeth Introduction At the end of William Shakespeare’s Macbeth, Malcolm refers to Macbeth and Lady Macbeth as: â€Å"This dead like butcher and his fiend like queen,† when he was crowned as new king of Scotland. In Malcolm’s eyes, the Macbeths are just that, cruel murderers who stole away the throne from him and his father. A butcher can be described as someone who kills, or have people killed unnecessarily or brutally. A fiend can be defined as a very cruel person, or one who causes trouble and annoyance. Macbeth is a butcher and Lady Macbeth his fiend-like queen, because of greed he had taken the lives of many people even close friends of him, and she manipulates him into doing the things he did with only her own ambitions at heart. Analysis Lady Macbeth is â€Å"fiend like† when she manages to convince Macbeth to kill Duncan. She seems to be missing all human kindness, when she trying to persuade Macbeth to commit the assassination. Macbeth hesitates on the night that the murder will be done. He does not want to do it. Lady Macbeth persuades him, mocks his weakness, even suggesting that she having the cruelest of thoughts, the thoughts of killing their little baby. | â€Å"I would, while it was smiling in my face, Have pluck'd my nipple from his boneless gums, And dash'd the brains out, had I so sworn As you have done to this† (1,7) | Lady Macbeth wants to make him feel guilty and carry out the murder. The fact that she is trying to convince Macbeth to commit this horrible crime when he hesitates is very evil indeed. Macbeth murders Duncan, the King, in order to gain the throne. Macbeth decides to kill Duncan himself, even though Lady Macbeth is supportive and persuades him. After the murder he says: | â€Å"I have done the deed. Didst thou not hear a noise? † (2,2)| He have murdered with greed in mind, showing his â€Å"butcher† side of himself. Duncan’s death is especially barbaric because Macbeth killed him in his sleep and the fact that Duncan was Macbeth’s guest and cousin and also was considered a great King. Macbeth soon realizes that he cannot stop at just killing Duncan. He understands that the one person who is most likely to threaten his position as King is Banquo. This is because he was present when the strange sisters gave Macbeth their prophecy, and can guess that Macbeth is guilty of murdering the King. Macbeth murdered his best friend, Banquo, for two different reasons. The witches’ predictions, that Banquo’s son is to become king, and the fear about Banquo’s knowledge of his dirty crime. Macbeth assigns the three murderers to kill both Banquo and his son Fleance. | â€Å"Fleance his son, that keeps him company, Whose absence is no less material to me Than is his father's, must embrace the fate Of that dark hour. † (3, 1)| Banquo was Macbeth’s best friend and had done nothing wrong; therefore must this act be the most butcher-like from Macbeth’s side. Macbeth slaughtered Lady Macduff and her son, due to the predictions made by the witches. Another example of Macbeth being a butcher is when he hires the murderers to kill the family of Macduff, just in order to cause him pain. | â€Å"The castle of Macduff I will surprise; Seize upon Fife; give to the edge o' the sword His wife, his babes, and all unfortunate souls† (4, 1)| To murder innocent children and their mother is an exceptionally brutal act. Conclusion â€Å"The butcher and his Fiend like queen† as Malcolm refers to Macbeths in the end of the play, is an accurate way to describe Macbeth and his wife. Macbeth can be described as a butcher when he is involved in the murders of the King, Banquo, his best friend, and the family of Macduff. He murders innocent people, people he like, just to gain power. Lady Macbeth can be given the title of a fiend-like queen when she intrigues to murder Duncan and can be seen just as a brutal murderer as Macbeth because she is the brain behind the crime. Macbeth may not have murdered King Duncan without the support of his â€Å"Fiend like queen†, but Macbeth maid that choice and therefore he also chooses to rule in Hell rather than to serve in Heaven. This all came down to Macbeth’s greed and Lady Macbeth’s ambitions to become the King and Queen. Bibliography Shakespeare, W. (1990) Macbeth, Arden

Bosch company part-A project report Essay

1.1 Autumobile industry The automotive industry designs, develops, manufactures, markets and sells the world motor vehicles. In 2008, more than 70 million motor vehicles, including cars and commercial vehicles were produced worldwide. In 2007, a total of 71.9 million new automobile were sold worldwide. Around the word, there were about 806 million cars and light trucks on the road in 2007: the burn over 260 billion gallons of gasoline and diesel fuel yearly. The numbers are increasing rapidly especially in India and china. 1.2 INDIA An embryonic automotive industry started in India in the 1940s. However for the next 50 years the growth of the industry was hobbled by the socialist policies and the bureaucratic hurdles of the license. Following, the economic liberalization in India from 1991 and the gradual easing of restrictions on industry, India has seen dynamic 17% annual growth in automobile production and 30% annual growth in export of automotive components and automobiles. India produces around 2 million automobiles currently. Total turnover of the Indian automobile industry is expected to grow from USF 34 billion in 2006 to 122 billion in 2016. Tata Motors has launched Tata Nano, the cheapest car in d world at USD 2200. Indian automotive industry is contributing a significant portion to overall Indians GDP. This sector is growing and promising a lucrative future. Automotive sector also provides wide business and employment opportunities. With the liberalization of economy, the decades old monopolistic environment of the Indian automotive industry where only a handful of vehicle models were available with a long waiting list, gradually gave way to a highly competitive, complex and rapidly changing market which was not limited to domestic market alone. Today the number of vehicle models available are more than hundred and not a month goes without offerings of newer and more advanced mode. Ironically for the Indian automotive industry, the cost of technology development has increased manifold and increasing product cost has put a squeeze on profit margin affecting their ability to outsource expensive technologies. Moreover, the technologies are not so easily available from outside .Instead of giving a license or setting up joint ventures with an industry, many intentionally renowned automobile manufacturers have started production in India to take advantage of grate commercial opportunities Indian market offer. Even in the existing joint venture, the control has slowing moved into hands of MNCs. Indian automotive industry urgently needs technologies to produce fuel efficient, environmental friendly, lighter, safer and cost competitive engines, and vehicles. Advanced material and manufacturing techniques, technologies for using alternative fuels, emission abatement, fuel economy improvement, safety enhancement, engine management systems, and embedded vehicle control system are some of the areas where we must focus our efforts. 1.3 AT PRESENT, INDIA IS THE WORLD’S †¢Largest tractor and three wheel vehicle producer †¢Second largest two wheel vehicle producer †¢Fourth largest commercial vehicle producer †¢Eleventh largest passenger car producer. CHAPTER- 2 COMPANY PROFILE 2.1 BACKGROUND AND INCEPTION OF THE COMPANY BOSCH Group founded in 1886 in Germany as a workshop for precision Mechanics and Electrical engineering by Robert BOSCH Group. The BOSCH Group today is the largest automotive technology supplier in the world with a global group turnover of 47.3 billion Euros in the automotive technology, industrial technology, consumer goods and buildings technology in the fiscal 2010. Robert BOSCH Group GmbH is a widely known company the world over, with presence across six continents. It has more than 300 subsidiaries and regional companies in over 60 countries. If its sale and service partners are included, then Bosch is represented in roughly 150 countries. Bosch operates 260 manufacturing locations worldwide of these 200 are located outside Germany in Europe, North and South America, Asia, and Australia. The company employs more than 283,500 associates worldwide. The name Bosch is synonymous with innovation in automotive technology, industrial technology and consumer goods and building technology. The company is not just famous for automotive technology products like Gasoline, Chassis systems and Car electronics, it is also a pioneer in the areas of automation technology, metal technology, packaging technology, power tools, heating technology, house hold appliances, car multimedia systems and security systems. In 2010, BOSCH Group filed 3800 patent applications across the globe. The special ownership structure of the BOSCH Group guarantees financial independence and entrepreneurial freedom of the Bosch group, making it possible for the company to plan over the long–term and to undertake significant up front investments in the safeguarding of its future. 92% of the shares capital of Robert Bosch GmbH is held by Robert Bosch sifting GmbH, the charitable foundation. The slogan â€Å"Invented for Life† is part of its long tradition, through which it communicates the Group’s core competencies and vision, that includes technological leadership, modernity, dynamics, and quality and customer orientation. 2.2 ABOUT BOSCH LIMITED Bosch has been present in India for more than 80 years –first via representative office in Calcutta since 1992, and then from 1951 via its subsidiary Bosch Limited (formerly Motor Industries Company Limited) Bosch Limited (then MICO) began operations with a two man team in Chennai; its activities were importing and marketing BOSCH Group automotive products. Soon after the company set up a manufacturing plant for sparkplugs and fuel injection equipment for diesel engines in Bangalore. Bosch Limited today is the country’s largest auto component manufacturer and also one of the largest Indo-German companies in India. The BOSCH Group holds close to 71.18% stake in Bosch Limited. The company is headquartered in Bangalore with manufacturing facilities in Bangalore, Nasik, Naganathapura, Jaipur and recently-opened facility in Goa. The plants are TS 16949 and ISO 14004 Certified. Bosch Limited has its presence across automotive technology, industrial technology and consumer goods and building technology, with strength of over 11,700 associates. The company recorded a turnover of Rs. 6630 crores in 2010. The company has excellent R&D and manufacturing capabilities and a strong customer base. Its market leadership is testimony to the high quality and technology of its products. It also has a strong presence in the Indian automotive services sector. Bosch’s service network spans across 1,000 towns and cities with 5000 sales outlets and over 4,000 authorized representatives who ensure widespread availability of both products and services. Bosch Ltd: – Bosch is also represented by five other group companies in India. 1.Robert Bosch Engineering and Business Solutions Ltd: – Robert Bosch Engineering and Business Solutions Ltd., a 100% subsidiary of Robert Bosch GmbH, which is present in India since 1998, has emerged as one of the largest Bosch development centres outside Germany. It provides end to end engineering and technology solutions for all the business sectors of automotive technology, industrial technology, consumer goods and building technology. 2.Bosch Rexroth India Ltd: – Bosch Rexroth India Ltd., established in 1974 in India, serves customers through its manufacturing facilities and service centres in Ahmadabad and Bangalore. 3.Bosch Chassis Systems India Ltd: – Bosch Chassis Systems India Ltd., established in 1982 as Kalyani Brakes Limited in India, is amongst the leading manufactur ¬ers of brakes in the country. It currently manufactures a range of Hydraulic Brake Systems meeting the stringent quality norms of many leading Indian and international vehicle manufacturers. 4.Bosch Automotive Electronics India Private Ltd: – Bosch Automotive Electronics India Private Ltd. is a 100% subsidiary of Bosch Group and is engaged in the manufacture and sale of electronic devices and electronic control units. The Company is based at Naganathapura in Bangalore. 5.Bosch Electrical Drives India Private Ltd: – Bosch Electrical Drives India Private Ltd. is a joint venture company. It drives for various automotive applications such as window lift drive, wiper system, engine cooling fans etc. Robert Bosch Worldwide The Bosch Group is one of the world’s biggest private industrial corporations. Headquartered in Stuttgart, Germany, the Bosch Group has some 280,000 Executives worldwide, and generated annual sales revenue of 38.2 billion Euros in 2009. There are about 300 subsidiary and regional companies around the world. History of Bosch †¢1886 Opening of Workshop for Precision Mechanics and Electrical Engineering in Stuttgart on 15 November †¢1887 First low-voltage magneto from Bosch for stationary petrol engines †¢1897 First low-voltage magneto ignition for motor vehicle internal combustion engines †¢1901 First plant in Stuttgart †¢1902 First commercially viable high-voltage spark plug †¢1906 Production of 100,000th magneto ignition †¢1906 Introduction of eight-hour working day †¢1910 Opening of plant in Stuttgart-Feuerbach †¢1913 Start of production of headlights †¢1918 American assets seized; later become American Bosch Magneto †¢1926 Start of production of windscreen wipers †¢1927 First diesel fuel injection pump †¢1929 First TV Set from Fernseh AG division †¢1932 Formation of Junkers & Co. †¢1932 First power drill from Bosch †¢1932 First Blaupunkt car audio †¢1936 First diesel fuel injection pump for passenger cars, such as the Mercedes-Benz 260D †¢1942 Death of the company founder Robert Bosch on 12 March †¢1962 Worcester Bosch Group opens in England †¢1964 Robert Bosch Foundation †¢1970 Company headquarter moves to Gerlingen †¢1976 First oxygen sensors †¢1978 Worldwide first Anti-lock Braking System (ABS) †¢1979 First electronic engine management system (Motronic) †¢1982 Company acquires photographic equipment division from Braun AG †¢1986 Traction control system (TCS) on the market †¢1995 Acquisition of Atco-Qualcast Ltd †¢1995 First Electronic Stability Control – Electronic Stability Program (ESP ®) †¢1997 Common rail diesel fuel injection †¢2000 DI-Motronic gasoline direct injection system †¢2003 Acquisition of Buderus AG †¢2003 Digital car radio with MP3 drive and digital recorder (Blaupunkt) †¢2003 The formation of the Robert Bosch Tool Corporation and acquisition of S-B Power Tool Corporation and Vermont American Corporation including the brand names for Bosch Power Tools, Skill Power Tools, Dremel, Vermont-American, Primark brands, and Gilmours †¢2004 Third-generation common rail diesel injection for cars, with piezo injectors †¢2004 Bosch opens new Technology Center in Abstatt †¢2006 Bosch acquires Telex Communications, a maker of hearing aids, headsets and audio equipment, and partners with Daewoo to build Bosch refrigerators in Mexico †¢2007 The Bosch Communications Systems business unit is created to manage the brands and products of former Telex Communications †¢2008 Tata Nano, the $2,500 People’s Car powered by Bosch-designed engine is unveiled at Auto Expo in New Delhi. Bosch plans to acquire majority stake in Ersol photovoltaic’s. †¢2009 Bosch acquires LR Nelson, a maker of lawn and garden products, including ponds, and merges the Gilmour’s and Nelson brands into Bosch – Garden and Watering. †¢2009 Manufacture of Electronic Control Unit and Anti lock Brake System. †¢2010 Bosch started production of predictive emergency braking system, which alert of emergencies & automatically applies brakes if needed †¢2010 Launch of A4000 pump meeting BS3 norms of commercial vehicles in India 2.3 NATURE OF BUSINESS CARRIED Automotive Technology Business divisions: Diesel and Gasoline Fuel Injection Systems, Car Multimedia Systems, Auto Electricals and Accessories, Starters and Generators, Energy and Body Systems. Industrial Technology Business divisions: Packaging Machines, Special Purpose Machines, Solar Energy Consumer Goods and Building Technology Business divisions: Power Tools, Security Systems 2.4 BOSCH VISION Creating Value – Sharing Values As a leading technology and services company, we take advantage of Bosch global opportunities for a strong and meaningful development. Bosch ambition is to enhance the quality of life with solutions that are both innovative and beneficial. We focus on Bosch core competencies in automotive and industrial technologies as well as in products and services for professional and private use. We strive for sustained economic success and a leading market position in all that we do. Entrepreneurial freedom and financial independence allow Bosch actions to be guided by a long-term perspective. In the spirit of Bosch founder, we particularly demonstrate social and environmental responsibility – wherever we do business. Bosch customers choose us for Bosch innovative strength and efficiency, for Bosch reliability and quality of work. Bosch organizational structures, processes, and leadership tools are clear and effective, and support the requirements of Bosch various businesses. We act according to common principles. We are strongly determined to jointly achieve the goals we have agreed upon. As associates worldwide, we feel a special bond in the values we live by – day for day. The diversity of Bosch cultures is a source of additional strength. We experience Bosch task as challenging, we are dedicated to our work, and we are proud to be part of Bosch. 2.4.1 BOSCH MISSION BeQIK – Be Better, Be Bosch – Profit secures our growth †¢Quality †¢Innovation †¢Customer Orientation BeQIK gives us the bearing for our actions. Our objective is to continuously improve all our internal processes – so that growth and economic success can be secured in the long term. BeQIK †¢Quality is our most valued asset †¢Innovation today ensures businesses tomorrow †¢Customer orientation inspires customers and associates BeBetter †¢We want continuous improvement †¢We want to be better than our competitors BeBosch †¢We offer outstanding products and services worldwide †¢We keep our promises 2.4.2 QUALITY POLICY †¢We strive to exceed the expectations of our customers by offering products and services of high quality standards. †¢Quality encompasses our assets throughout their life cycle, and our initiatives towards environmental protection and safety. †¢We effectively deploy methods and told to provide cost effective solutions to meet our quality objectives. †¢We involve our business partners in our endeavor towards improvements across the supply chain. Quality Principles †¢Our goal is to fully satisfy our customer’s expectations through our quality of our products and services. †¢Quality and quality improvements is every associate’s responsibility and ultimate goal from our board of directors to their apprentices. †¢Our directives, processes, systems and goals are based on requirements from international standards, consumer’s expectation, our knowledge and experience. Knowledge of and compliance with these directives and processes in the foundation of our quality. †¢Quality means doing right in the beginning thus preventing failures in the end. Continues improvements for quality of processes lowers costs and improves productivity. †¢Avoiding failure is more important that eliminating defects. We systematically apply methods and tools, preventive quality assurance systematically, learn from mistakes and prevent their root causes without delays. †¢Our suppliers contribute systematically to the quality of our products and services. Therefore our suppliers have to live up to standards we have adopted. 2.5 PRODUCT/SERVICE PROFILE Product Range A. Automotive Technology – Robert Bosch Diesel Systems †¢Common Rail System for passenger cars, commercial vehicles & off-highway vehicles †¢Axial Distribution injection pumps †¢Multi Cylinder Inline Injection Pumps (PE) †¢Single-Cylinder Injection Pumps (PF) †¢Elements †¢Delivery Values (DV) †¢Governors †¢Injection Timers for PE pumps †¢Fuel Filter & Water Separators †¢Glow Equipment †¢Electronic Control Unit Gasoline system †¢Electronic Control Unit †¢Fuel Injectors †¢Lambda Sensors †¢Engine Speed Sensors †¢Knock Sensors †¢Hot Film Air Mass Meter †¢Pressure Regulators †¢CVT Belts †¢Connectors & other plastic parts Starters & Generators (Auto Electrical) †¢Starter Motors †¢Generators Spark Plugs †¢Spark plugs for 2, 3 and 4 wheelers and industrial applications †¢Long Life Plugs :Nickel Yttrium & Twin Electrode Test Equipment & Diagnostics †¢Fuel Injection Pump Calibration Test Benches †¢Nozzle Tester †¢Auto Electrical Test Bench †¢Diagnostic Tool : KTS series †¢Engine Analyzer : FSA series †¢Engine Analyzer : BEA series †¢Chassis System Check †¢Battery Service Equipment †¢Wide range of service tools for unit & vehicle repairs †¢Software / Teach ware : ESI ( tronic ), MSI, K-CD B. Industrial Technology Industrial Equipment †¢Special Purpose Metal Cutting / Grinding / Honing / Lapping/ Super Finishing machines. †¢Semi / Fully Automatic Assembly Machines †¢Semi / Fully Automatic Inspection & Measuring Equipment †¢Cleaning Machines †¢Electro-Chemical Machines †¢Tools, Gauges & Fixtures †¢Exhaust Gas Re-circulating Unit (EGR) †¢Test Equipment Bosch Packaging Machines †¢Vertical Form Fill & Seal Machines †¢Dosing System – Cup Filler, Auger Filler, Weighed & Pump †¢Pharmaceutical Packaging Machines †¢Confectionary Processing & Packaging Machines C. Consumer Goods & Building Technology Bosch Power Tools †¢Construction Tools †¢Wood Working Tools †¢Metal Working Tools †¢Cordless Tools †¢Do- It Yourself Tools †¢Lawn & Garden Tools †¢High Pressure Water Jets †¢Specialty Tools †¢Pneumatic Tools †¢High Frequency Tools †¢Automation Technology †¢Accessories for all Tools †¢Fischer Fixing System Bosch Security Systems †¢Fire Detection †¢Intrusion Detection System †¢CCTV Surveillance †¢Access Control †¢Integrated Security Management & BIS †¢Public Address & Emergency Sound System 2.6 AREA OF OPERATION The Bosch Group is one of the world’s biggest private industrial corporations. Headquartered at Stuttgart, Germany. There are about 300 subsidiary and regional companies around the world. In India, Bosch is a leading supplier of technology and services, and has a strong presence in the country at numerous locations in diverse industry segments. Bosch Limited is India’s largest auto component manufacturer and also one of the largest Indo – German company in India. Bosch Limited has a strong nationwide service network which spans across 1,000 towns and cities with over 4,000 authorized representations to ensure widespread availability of both products and services. The company is headquartered in Bangalore with manufacturing facilities at Bangalore, Naganathapura (near Bangalore), Nasik, Jaipur and Goa. Number of Branches in India Bosch manufacturing facilities are located in Bangalore with state of the art plants in Bangalore, Naganathapura, Nasik, Jaipur and Goa. All the 5 plants are TS 16949 and ISO certified. Bangalore Plant Manufactures multi cylinder, PE pumps, mechanical governors, elements, delivery valves, special purpose machines, packaging machines, power tools and will foray into the production of common rail pumps from 2006 onwards. Built areas 109.948m2 Land area 311.140m2 Employees more than 5500 Nagnathapura Plant RBIN (Bosch Ltd. India) Naganathapura Plant, inaugurated in the year 1990, is the 3rd plant among the 4 plant of RBIN. The plant houses productions hangars for Spark Plugs, Glow Equipment, Starter Motors, Alternators, Regulators and PF Pumps. Portions of the plant are leased out to RBAI and Bosch Training Center. Built area 47.494m2 Land area 266.100m2 Employees more than 1279 Nasik Plant Set up in 1969 is specialized in manufacture of clinical and Euro series of nozzles and injectors to automobile industries recently the Nasik Plant has ventured into the production of CRI ports catapulted by Bosch Endeavour in common rail technology. Built area 67617m Land area 405.060m2 Employees more than 2500 Jaipur Plant Set up in 1999 the Jaipur plant manufactures BE (Mechanical) pumps for domestic market and export purpose. The VE pump (Distributor fuel injection pump) is designed to meet Bharat state 11 & Euro 11 emission norms. These pumps are used in 3-6 cylinder vehicles. Built area 16345m2 Land area 202350m2 Employees more than 1200 COUNTRIES COVERED Middle-East and Africa (UAE, EGYPT, KENYA), Neighboring countries (Sri Lanka, Bangladesh,) South East Asia (Philippines, Thailand, Indonesia). 2.7 OWNERSHIP PATTERN Since 1964, Bosch’s majority shareholder has been Robert Bosch Stiftung GmbH, a charitable foundation. The Stiftung carries on the charitable and social endeavors of the company’s founder in contemporary form. It sees itself as a foundation that pursues its objectives both with programs and institutions of its own, and by supporting suitable projects and initiatives proposed by others for tackling the tasks faced by society. Today, the Robert Bosch Stiftung, a charitable foundation, holds a 92 percent stake in the share capital of Robert Bosch GmbH. The share dividend received by the foundation is used exclusively for charitable purposes, i.e. to support general medical care, international understanding, social work, training and education. 2.8 COMPETITORS INFORMATION †¢Modi Champion †¢Delphi †¢Denso †¢Doowon †¢Electrex †¢Nippon †¢NGK †¢Siemens VDO †¢Zexel †¢Cav England †¢Lucas †¢TVS 2.9 INFRASTRUCTURAL FACILITIES Bosch infrastructure is one of the best in the country. The individual work place is designed as per the international standards which make the employees feel comfortable, proud, happy and safe. Medical Facilities †¢Medical centre works round the clock and also provides a 24 hours ambulance service †¢The company has also associated with important hospitals, labs and senior medical consultants in the city for the treatment of the employees †¢They are provided with annual master health check-up †¢Special schemes like hospitalization scheme, Manipal hospital scheme and Medical reimbursement scheme are provided to the employees Canteen Facilities †¢Food is provided to all the employees and 24hrs a day providing breakfast, lunch, dinner, tea/coffee and snacks for 8500 employees in 4 shifts. †¢It is well equipped and accommodation for more than 1500 persons at a time †¢The food provided in the organization is 100% hygiene. Workings of the canteen is guided by an advisory committee Transportation Facilities †¢The company provides transport facilities for employees Library Facilities †¢The company has the facility of both general and technical library The general library is used by the project trainees also Other Facilities †¢Sports club †¢Fine Arts Society looks into the cultural events and various programmes conducted during the course of the year. †¢Uniform, shoes, socks and soap is given to employees on the job by Bosch. †¢Accident benefit scheme †¢Holiday homes and time share holidays †¢Vehicle expenses and reimbursement †¢Death relief scheme. 2.10 ACHIEVEMENTS/AWARD February 1, 2012: Bosch Limited wins Car & Bike Award 2012 The accolades and awards keep rolling in for Bosch Limited. Once again, Bosch Limited was the proud winner of the Subros Car & Bike Award 2012 in the â€Å"Best Automotive Component Manufacturer† category. Bosch Wins â€Å"Car & Bike† Award 2011 Receiving yet another glory in its 125th Anniversary Year, Bosch Limited was conferred with the Car & Bike India Award in â€Å"Best Auto Component Manufacturer† category. The Car & Bike Award function was held at Mumbai on January 13, 2011. Bosch was adjudged the best among two other nominees, namely Delphi and Endurance. Jan. 07, 2010: NDTV Car & Bike Award – ‘Automotive technology of the year’ This accolade recognizes the contributions made by Bosch in India, for localizing ABS (Antilock Braking System) production. Bosch is the only automotive supplier to manufacture ABS in India for passenger cars and light commercial vehicles. ABS is crucial to safety while driving, as it makes braking safer, by preventing the wheels from locking. April 15, 2009: DHL – CNBC TV18 International Trade Award Bosch won this honor in the category of auto component industry, for doing extremely well in exports through its low-cost solutions. The award recognizes the company’s commitment and innovations that address the needs of the Indian market, and keep Brand India alive. Feb. 20, 2009: NDTV Car & Bike Award – ‘Auto component manufacturer of the year 2009’ Bosch was chosen as the best in the auto component industry of India for the year 2009. These awards are considered as benchmarks for auto excellence in India and widely trusted by consumers, manufacturers and auto experts alike. The award recognizes the best in the automobile industry of India. Jan. 7, 2009: UTVi Autocar Award Bosch and Mahindra & Mahindra won the ‘Best Innovation of the Year’ UTVi Autocar Award. The award recognizes Bosch innovation start/stop system which contributes to fuel efficiency at a very reasonable cost. The Mahindra Bolero Micro Hybrid is the first vehicle in India to integrate this technology in their new car. June 21, 2008: Business Standard Award ‘Star MNC of the year’ Bosch was noted for its cutting edge technologies, especially for designing and delivering low cost high quality fuel injection system and for pioneering the common rail system in India. Jan. 10, 2008: NDTV Car & Bike Award – ‘Car Technology of the year’ Bosch not only setup the common rail injector and pump manufacturing projects in record time, but also pioneered the new application of Common Rail in low cost car segment. This is a revolutionary leap achieved by Bosch in India, which is the pioneer of Common Rail technology in the rest of the world as well. Jan, 12, 2007: NDTV Profit Car & Bike Award 2007 – ‘Automotive Technology of the year’’ Audited by PricewaterhouseCoopers, these awards honored the best in the Indian automotive industry for their handiwork in calendar year 2006. Bosch was presented with the award for its application of ABS / ESP technology. Jan. 4, 2007: CNBC-TV18 Autocar Auto Award – ‘Auto Component manufacturer of the year’ Bosch Limited was chosen for the mark that it has made both in the domestic and international markets with its superior technology and products. These awards seek to reward exemplary performance in the industry in 2006 based on a comprehensive set of attributes including design, technology, value, product experience and so on. The selection process truly reflects the choices and sentiments of all stakeholders and justifies their stature as benchmarks in auto excellence. Aug. 17, 2006: Dun & Bradstreet American Express Corporate Award -–‘Top Indian company in the Auto Components sector’ The award recognizes the twin virtues of size and growth in the organizations of corporate India, from a derived list of top 500 companies in the country. Bosch Limited was selected as the best amongst the top 10 auto component manufacturers in India. Aug. 10, 2006: EEPC Award – ‘Star Performer for outstanding export performance’ The Engineering Export Promotion Council (EEPC) conferred the ‘‘tar Performer’’for outstanding export performance in the large enterprises category on Bosch Ltd, which garnered a total export figure of Rs 423 crores in 2005, almost twice as high as Rs 193 crores in 2001. Jan. 12, 2006: NDTV Profit Car India Award – ‘Safety & Technology Award’ Bosch was presented with this award for its pioneering work on the new age direct injection diesel fueling systems, with notable emphasis in the range of common rail diesels. Also taken into account was the persistent focus on unit injector systems which are entering the scene in the high profile high aspiration D-segment cars. The jury considered not just the technology but its bearing on safety, and the benefits it brought to automotive users as well as the potential it has for India. Jan. 8, 2005: Overdrive–Auto Monitor Award – ‘Auto component manufacturer of the year’ Recognized for innovations in technology and the scale and size of manufacturing capabilities, the award also commemorated the customer satisfaction earned by Bosch over the years, performance, quality and diverse range of products. This Annual Award is the â€Å"Oscar† for the automobile industry in India and recognizes the â€Å"best† in the industry in association with reputed industry bodies like CII, SIAM & ACMA. 2.11 WORK FLOW MODEL The work flow model of Bosch can be interpreted in two phases †¢Information flow †¢Material flow Bosch believes in the concept of â€Å"customer is king† this is depicted in the workflow model which starts with customer signifying the pull system of production (i.e. production against customer order). Sales and marketing department receives purchase order from the customer. R&D division takes decision with respect to product design and specification. Engineering wing analyses the order and decides upon in house manufacturing or outsourcing. The next step is to procure the component and assembling the final product, or acquire raw materials and convert it into finished product. Finally dispatch the end product to logistics department, which is entrusted with the responsibility of transit of consignment to the ultimate consumer. 2.12 FUTURE GROWTH AND PROSPECTS The auto component industry appears to have a bright future with the existing manufacturing planning and capacity and in addition moreover new plants are being setup with foreign collaboration. The Indian auto component industry is highly fragmented with over 3000 players in organized sector and estimated 500 units in the small sector. Vocationally the industry has developed major vehicle manufacturing centers. Small and medium enterprise sector is keen on taking a number of technology investment initiatives in order to become self reliant and globally competitiveness according to a confederation of Indian Industry survey report on auto component. The survey reveals that Indian small scale enterprises manufacturing auto components are well equipped to produce components as per international standards. These SMEs have now started talking strategic positions in the international markets at both the original equipment manufacturers and the replacement supply. The last few months have seen a virtual boom in the Indian automobile industry with not only domestic component manufacturing shares but also the formidable biggies also entering India in such a manner that it is increasingly turning out to be a lucrative destination for many companies. The other growth plans are †¢Focus on strengthening or engineering competencies and infrastructure in new product lines. †¢Focus on securing liquidity position. †¢Cost reduction without hurting the long term interest of the business. †¢Import substitution projects. †¢Continuous improvement activities and implementing lean practices through Bosch Production System (BPS), continue with redesign of HR policies and practices to attract, retain and motivate employee. CHAPTER – 3 MCKINSEYS’S 7S FRAMEWORK 3.1 STRATEGY Strategy is the systematic action allocation of resources to achieve company goals. A strategy is defined as â€Å"a coherent set of action aimed at gaining a sustainable advantage over competitors by improving the market position and effective allocation of resources vice versa. Hr Strategy It pays special attention to competence management and filling up of executive positions in growth regions, special entry programs to attract qualified university graduates and applicants with professional experience. Train and develop the younger generation of apprentices/ engineers who are the future skilled technicians and managers. Corporate Strategy Bosch economic strategy corresponds to a common aim of the group for innovation, independence and integrity. The aim is to be among the world market leaders and to be a major player in all of the company business sectors. The strategy to achieve this goal is by strong marketing of new products and ongoing investment in Research and Development to innovate continuously. The emphasis on innovation is underlined by huge number of associates, working in Research and Development departments, 21250 world wide. Efficient sales and customer service also play a key role in Bosch’s corporate strategy. Innovation Bosch shall focus their innovative strength on technology that is â€Å"INVENTED FOR LIFE.† Bosch has invested heavily in R&D much above the industry average. This has resulted in Bosch pioneering many technological advances †¢Anti-locking braking systems †¢Electronic stability control †¢High pressure diesel injection †¢Parking assist systems 3.2 STRUCTURE The design of organization structure is a critical task to the top management of an organization. It is the selection of the whole organization edifice. Organization structure refers to the relatively more durable organizational arrangements and relationships. It prescribes the formal relationship, how an organizational member’s procedure exists. To guide the various activities performed by the member of all part of the organization. 3.3 SYSTEM System refers to formal process and procedures use to manage the organization including the management control system performance management measurement and reward system, information system and distribution. Human Resource The HR organization uses its human resources strategy to support the divisions in the pursuit of their objectives. This involves the consistent application of the balanced scorecard. This method is used by executives. The HR organization’s missions are based on the House of Orientation and contribute to closer alignment with the strategic objectives of the company. The â€Å"House of Orientation† provides a frame of reference for Bosch long term road map and for the way Bosch works together. It is based on Bosch values and core competencies. Environment Management Bosch has been expanding the environment management systems at Bosch sites since 1996. Now, the 300 sites have been certified to ISO 14001. Bosch implemented a maturity model for all manufacturing and developing sites, which will serve as the basis for further improvements in environmental protection, occupational safety and fire safety. Occupational Safety Management Bosch implemented a new occupational safety management system based on the globally recognized OHSAS 18001 standard. One of the systems main functions is to detest potential accident and health risks for associates in order to take appropriate preventive measures in good time. The new system is to be implemented at all manufacturing sites in no more than two years. This makes Bosch one of the forerunners in global implementation of the OHSAS 18001 standard. Bosch Production System (Bps) It was installed in 2002. It is a systematic production system in Bosch. In general it is called as Lean manufacturing. Just in Time (JIT) is one of the systems in Bosch production. In this the right parts produced at the right quantity should reach the assembly time at the right time. Approaches in Bosch Production System †¢The right part †¢In the right quantity †¢In the right quality †¢At the right cost †¢At the right time †¢At the right place Quick Response System (Qrs) System designed to respond quickly to any problem/issues in the production. Example – Every system has three machine indicators: Red (machine breakdown), Yellow (shortage of materials), and Green (process completed for that machine) 3.4 STYLE Style is the leadership approach in the top management and the company’s overall operating approach. Style impacts the norms that the people follow and how they work and interact with each other and the customers. The leadership style depends upon the organization culture that is in practice. Bosch Ltd has participative kind of leadership style where in the leader consult with the subordinate, a proposed action, decision and encourages, ensures equal participation among them. The style adopted by the management is to maintain a friendly and collaborative environment for smooth running of the organization. Bosch Guidelines for Leadership 1. Aim for success: – Profit, growth, quality, customer and process orientation. These are the key metrics with which our corporate objectives are aligned. Regularly communicate these objectives to your associates. Make it clear what each individual can contribute to achieve it. 2. Demonstrate initiative: – Together with your associates, generate new ideas and strategies that make our company stronger. Encourage them to embrace change and take initiative on their own and support them in the implementation. 3. Demonstrate courage: – Stand by your associates. Make clear decisions and demonstrate determination in implementing them. Be a role model and exemplify the Bosch values. 4. Keep your associates informed: – Of course you give your associates factual information. They should also know the business context and background – they are an important prerequisite for identification with the company. 5. Lead by goals: – Delegate tasks and give your associates the authority to perform them. Agree on clear goals and allow sufficient space so that creativity, self-confidence, and accountability can be developed. This enables you to lead your associates to success. 6. Give feedback to your associates: – Recognize the strengths of your associates and help them to utilize and further develop them. Take a close look: praise your people where praise is due, but also give fair and constructive criticism. Mistakes happen on both sides. Be quick and open in addressing them with the associate. 7. Trust your associates: – They are capable and willing to perform. Have the courage to manage with limited control. Your trust will create the entrepreneurial momentum that all of us want. 8. Shift your perspective: – Put yourself in your associates’ position and also look at things from their point of view. How would you react to the decisions you have taken as their supervisor, and what rationale would you expect to hear. 9. Shape the future together: – Your associates can and do contribute to our company. Integrate them into the preparation of decisions and capitalize on the ideas and the potential that the cultural diversity of our company offers. Work together with your associates to transform mere interfaces into connection points, and barriers into opportunities. 10. Develop your associates: – Advise and systematically support your associates in their professional development. Support them if there are suitable opportunities for, or if they desire, further development somewhere else in the company. 3.5 STAFF The staff at Bosch Ltd is considered as a pool of resources to be nurtured, developed, guarded and allocated. There are about 3650 employees in the organization. Permanent employees are 2550, temporary employees are 500, on job trainees are 600. Levels at Bosch Ltd – MANAGEMENT AND SUPERINTENDENT STAFF †¢GM – General Manager †¢DGM – Deputy General Manager †¢Gr.1 – Senior Manager †¢Gr.2 – Manager †¢Gr.3 – Deputy Manager †¢Gr.4 – Assistant Manager †¢Gr.5 – Senior Engineer †¢Gr.6 – Officer †¢Gr.7 – Assistant Officer Managerial And Supervisory Staff (M&Ss) Managerial and Supervisory Staff refers to a salaried professional or an educated worker who performs semi-professional office, administrative and sales co-ordination task. They are board occupational grouping of workers engaged in non-manual labor. Blue Coloured Associates (Bca) A blue collared associate is a member of the working class who typically performs manual labor and earns an hourly wage. Blue collared associates work may be skilled or unskilled and may involve manufacturing, mechanical work, maintenance repair and operations maintenance of technical installations. 3.6 SKILLS There are 6 different skill groups within the skills framework. Community leadership skills, leadership skills, management skills, occupational/technical/ professional skills, core skills, skills for life. The other skills groups are †¢GENERIC SKILLS are those which should be possessed by each and every employee in order to carry out the task successfully. Skills like problem solving, decision making and communication form the basic important generic skills. †¢SPECIFIC SKILLS are those which should be possessed by the employee to carry out his/her assigned specific task. Example: Time management, shop floor management, building teams, leadership and motivation, creativity, industrial safety and environment. BOSCH SKILLS – The employees according to the nature of the jobs posses following skills †¢Functional †¢Quality †¢Information Technologies †¢Behavioural/ Human Relations Managerial 3.7 SHARED VALUES – BOSCH VALUES Bosch Values are those values which are applied and followed by all Executives faithfully. †¢Future and result focus: – In order to ensure dynamic development of our country and to guarantee long term corporate success, we participate in shaping the changes in markets and technologies. †¢Responsibility – We accept that our actions must accord with interests of society. †¢Initiative and determination – We act on our own initiative, with an entrepreneurial but accountable spirit, and demonstrate determination in pursuing our goals. †¢Openness and Trust – We inform our associates, business partners and investors in a timely and open fashion of important development within our company. †¢Fairness – We view mutual fairness as a condition of our corporate success when dealing with each other and with or business partners. †¢Reliability, credibility, and legality – We promise only what we can deliver accept agreements as binding and respect and observe the law in all our business transactions. †¢Cultural diversity – We are aware of our company’s regional and cultural origins and at the same time regard diversity as an asset as well as a precondition of or global success. CHAPTER – 4 SWOT ANALYSIS 4.1 STRENGTHS †¢High customer satisfaction. †¢Established brand image around the world over the centuries. †¢Continuous improvement of products and quality. †¢Employee development given at most important. †¢Cost reduction strategy is good. †¢Good infrastructure facility. †¢Leadership through innovation. †¢High employee morale. †¢Effective decision making, information sharing and authority distribution. †¢Less employee turnover. †¢High quality and eco-friendly products. 4.2 WEAKNESS †¢Experience and skilled employees are not in right position because of ineffective allocation. †¢Decision making will be delayed because of long procedure. †¢In certain situations centralized management is followed. †¢Marketing of products is given less importance. †¢Adaptability towards change is low. †¢No diversification of business. 4.3 OPPORTUNITIES †¢Continuous innovation of products. †¢Bosch can foray into other line of business as it has a good brand image. †¢It can produce new machineries using high technology. †¢Potential to grow in power tools, packaging and security systems. †¢It can produce more economical and eco-friendly products. †¢It helps to compete with other companies †¢Quick cost effective adaptation of product to market requirement of Indian market. 4.4 THREATS †¢Increase in competition. †¢Too many substitute products available in the market. †¢Brand image being diluted due to entering into many products. †¢Growing bargaining power of companies. †¢Continuous cost pressure. 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Intellectual Disabilities - Research Paper Example Moreover, intellectual disabilities affect individuals during aging. Understanding intellectual disability is critical in education to help students having this condition (Woodcock & Vialle, 2010). This paper will discuss the definition of intellectual, its characteristics and its impacts on intellectual functioning and adaptive behavior. Moreover, strategies to assist students in this disability category will be described. Defining Intellectual Disability World Health Organization describes intellectual disability as the significant reduction of the ability to comprehend new information and in learning and applying new skills. The American Association of Intellectual and Development Disability (AAIDD) explain that intellectual disability is not usually an isolated disorder. AAIDD offers a three dimensional definition of intellectual disability and this is the most widely acknowledged definition (Barrett, 2011). According to the AAIDD, intellectual disability is a disorder that begin s before one gets to the age of 18 years that is characterized by great limitation in intellectual functioning and adaptive behavior. Intellectual functioning refers to various aspects of life such as learning, reasoning, problem solving (Barrett, 2011). On the other hand, adaptive behavior touches on a range of practical and social skills in areas of self-care, communication, self-direction, health, safety leisure and work. Intellectual disability has been introduced as a replacement to mental retardation that was previously used (Jellinek, Patel & Froehle, 2002). The prevalence of intellectual disability in America is relatively high with about one in every ten families affected. However, the estimated prevalence varies based on the criteria used in diagnosis, study design and ways of ascertaining (Barrett, 2011). For instance, when intelligent quotient (IQ) is used in diagnosis, the prevalence of intellectual disability is estimated at 3 percent but when applying the AAIDD defini tion, national prevalence stand at 1 percent. Prevalence of intellectual disability is higher among males and the male to female ration is about 1.5 to 1 (Barrett, 2011). Diagnosis and Assessment of ID Assessment of intellectual disability involves a multidisciplinary team comprising of psychiatrists, pediatricians, psychologists and clinical geneticists. The assessment is usually comprehensive where intellectual ability, adaptive behavior and medical and family history of the patient is assessed (Garbutt, 2010). DSM-IV-TR offers standardized criteria used in the diagnosis of the disorder and this is used among children and adults. Intellectual is characterized by below average intellectual functioning. The characteristics of intellectual disability include the fact that disorder begins before the age of 18. DSM-IV-TR requires that all the symptoms of intellectual disability must have begun before the age of 18 (Garbutt, 2010). However, this does not limit diagnosis after 18 years. Nevertheless, children who have not reached the age of two years should not be subjected to intellectual disability diagnosis. This may however be conducted in case a child demonstrates severe symptoms related to intellectual disability for instance Down syndrome (Garbutt, 2010). The other characteristic of intellectual disability is poor adaptive functioning. Adaptive functioning is described as the effectiveness of an individual to functioning in tandem with

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Proposal Argument (a problem that relates to your local community or college campus and that you can provide a reasonable solution to) - Essay Example Core classes at ASU have a description that relates the competencies of the course and introduces the student to that subject as it is deemed a core competency for educated individuals. However, evolution has placed the economy in a turbulence that has redirected everything from education, to work and even the way the home is being operated. There is a shift in the way that business and home are functioning and this shift has to be prepared for on every level of life including the educational level. Although big business is one way of webbing the world together, it is a huge slice of the problem existing on an international scale in the business and well as the private sector. It is no secret that big business provide jobs, however they also slash the body of the economy with a gash that can not be mended with stitches or sutures. For example, examine the impact that a mega store such as Walmart has on a local economy. While it does provide convenient shopping, which in turn can provide cheaper prices, it is conglomerated of several small businesses which stifle the small business sector rendering the small business sector unable to compete. Along with knocking the small business out of the competitive ranks, it also provide jobs that may pay less than their counterpart small business would pay their employees which hurts the economy as well. According to the article, Wal-mart and County Wide Poverty by Stephen J. Goetz and Hema Swaminathan the low wages that Walmart pay their employees only contribute to the poverty level of that county in which that Walmart is located (3). Big business is the current wave of the economy and educational institutions must identify how to compete against big business and provide learning tools to spark the entrepreneur sector to fire up small business. Along with the return of small business, there should be a fundamental understanding that the inter-connected global economy is the wave of the future so there

Pricing Problem Essay Example | Topics and Well Written Essays - 1000 words

Pricing Problem - Essay Example The progress of a pre-negotiation plan that does not reflect any kind of rigorous analysis, assessment and examination through element of cost will lessen the accomplishment of obtaining a reasonable and fair price. Where there is a departure from the established negotiation objective, the memorandum of the price negotiation should not only recognize the negotiated results but also reproduce the same level of rigor and severity in the examination, assessment and basis for its acceptance. In the absence of sufficient price competition, the contracting officer should apply and document in the pre-negotiation plan the analytical and systematic techniques that will help evaluate whether a proposed price is reasonable and fair. The pre-negotiation plan is an official document and certificate of the negotiation objectives of the contracting officers with regard to pricing, business, technological and contractual issues. It documents the pertinent issues and problems to be negotiated and the objectives of cost and a profit or fee objective. Due to the fact that it serves as a foundation of the negotiation, the pre-negotiation plan must completely explain the positions of the government and the contractor. The template, which is integrated as Attachment-A, is provided to help contracting officers in the examination of their negotiation objectives when cost analysis is necessary to support negotiations. â€Å"Contracting activities are encouraged, through implementation level procedures, to establish additional templates that are more aligned with the specific needs of their organization and procurements† (â€Å"Negotiation Documentation: Pre-Negotiation Plan & the Price Negotiation Memorandum†). Completely explain the findings and recommendations of the evaluators, auditors and others providing advisory assistance, foundations of their findings and the extent to which they were involved in the

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X Files and the Existence of Highly Intelligent Paranormals - Movie Review Example X-files film is a highly dramatized American science fiction series that perfectly exposes the antagonism that exists in the security network, with a particular focus on the FBI, concerning the idea of the existence of aliens. "Tempus Fugit," which is a Latin word for â€Å"time flies,† is the title given to episode 17 of the X-Files series emerges as one of the most important parts of the entire scientific series. The episode provides a crucial platform for critical examination and understanding of the overarching mythology of the X-Files series. The episode focuses on Fox Mulder and Dana Scully who are both Federal Bureau of Investigation (FBI) special agents. Scully is charged with the responsibility of handling paranormal cases. In this episode, the viewers come face to face with a strong proponent of the idea of the existence of extraterrestrial life. The death of Max Fenig, who is an old friend of FBI agent Mulder, in a plane crash, invites suspicion about the existence of extraterrestrial beings. Agent Mulder has a strong conviction that a UFO tried to abduct his old friend, thus causing the plane crash. Max Fenig is featured flying on Flight 549 over upstate New York. In the process, Fenig sees a mysterious man on the plane. The idea of the existence of UFOs and extraterrestrial life is overtly featured in this episode when a bright light hits the plane, indicating that it has encountered a UFO. When agent Mulder and Scully trace the crash location of the ill-fated plane, Mulder postulates that aliens were responsible for Flight 549’s crash. However, the NTSB team, under the leadership of Mike Millar, disowns Mulder’s allegations. The creepy idea about the abilities of aliens is displayed when Mulder and Scully discover time discrepancy between crash time and the time indicated on the wristwatches of the plane casualties. Mulder believes that Max was abducted by aliens and that he will never be found. The idea of alien existence tantalizes human minds and souls (Harding 120).

The pollution of East Yangtze River in China Essay

The pollution of East Yangtze River in China - Essay Example Thesis statement: It is evident that pollution is threatening the existence of the East Yangtze River in China because the river’s downstream economic region is highly polluted due to industrial wastes, agricultural pollution, shipping discharges in general. Basically, this river (say, East Yangtze River) originates from the Qinghai-Tibet Plateau and flows through different districts in China and ends its journey at the East China Sea. To be specific, this river begins its journey at Qinghai and ends its journey at Shanghai. The banks of this river are filled with agricultural areas, industrial zones, and acts as a lifeline for one-third of the total population of China. This river is most important for the nation because its flow is limited with the borders of China and boosts up agricultural production and industrialization in general. This section examines the grass-root level reasons behind the pollution faced by the East Yangtze River within Chinese context, and this section is broadly divided as: industrial wastes, agricultural pollution, shipping discharges. The process of rapid industrialization in China, especially in the eastern China pollutes the East Yangtze River. For instance, the factories based upon metal industry allow metallic waste materials to enter the river and it results in metal pollution. Similarly, paper-making industry (say, factories/paper mills) in the banks of the river allow toxic waste materials to enter the river. This sort of polluting waste particles can contaminate river water and can affect aquatic life in general. The SEPA report in the year 2000 proves that the river Yangtze and its tributaries are forced to face the after-effects of the rapid industrialization in Chinese context because the river system is treated as a dumping yard (Hill 2010: 280). Besides, the shipbuilding industry results in the

The Internet Essay Example | Topics and Well Written Essays - 1250 words

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About the workplace Essay Example | Topics and Well Written Essays - 750 words

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Project Phases Essay Example for Free

Project Phases Essay It is a matter of fact that people involved in project management have revealed that every project has its specific characteristics and phases which help to increase its effectiveness. Actually, all projects go through describable and definite phases. Phase transitions are considered an ideal time for updating planning guidelines and objectives and for conducting qualified management review.   Usually, there are three project phases distinguished: planning, scheduling and controlling. Firstly, planning phase suggests that there is a need to evaluate each investment against others. During this phase the presented information should be clear and exact to make project board sure that they have made the right decision to initiate the project.   When panning the project managers specify deliverables and identify requirements for a future plan. In other words, planning suggests identifying what is to be delivered, when, by whom and how. Planning forms the basis for control and management. Secondly, phase of scheduling provides details of project implementation and specifies its peculiarities. This phase ensures that managers have met all set goals and requirements, quality and cost specifications. A number of parallel processes is involved in this phase: monitoring the process, reporting the status, managing possible changes, checking that deliverable will meet the necessary outcomes, dealing problematic issues, etc. Thirdly, controlling phase is the final review of the project. It identifies whether the full scope of the plan has been met and whether the governance has been effective. This phase is very important as it gives the last opportunity to make necessary changes and to correct mistakes if they are present when this phase is over, the project is completed. Summing up all the three project phases are very important and can’t be ignored as they provide the basis for future success or failure of the project. Failure of any phase leads to failure of others if not managed properly. All phases need attention on a continuous basis. References Chapman, James. (2005, March 2). Project Phases. Retrieved January 27, 2008, from http://www.hyperthot.com/pm_fazes.htm

Uses of Herbal Medicine: An Overview

Uses of Herbal Medicine: An Overview 1 Folk medicine According to WHO- ‘Traditional medicine is the sum total of the knowledge, skills, and practices based on the theories, beliefs, and experiences indigenous to different cultures, whether explicable or not, used in the maintenance of health as well as in the prevention, diagnosis, improvement or treatment of physical and mental illness.’ (Qi, 2014) Generally traditional medicines, alternative medicine, indigenous medicine, complementary medicine, or natural medicine, folk medicine are all different names of locally found medicines. 1.1 Herbal Medicines An herb is a plant or plant part used for its scent, flavour, or therapeutic properties. Medical science in which use of plants for medicinal purposes is studied, is called ‘Herbology’. Herbal medicines include: (Qi, 2014) (Herbalism, n.d.) 2 Ayurvedic medicine Ayurveda, is one of the most ancient and comprehensive systems of healthcare. It is the science of life and system of traditional medicine native to Indian subcontinent. It is believed that Lord Brahma the creator of universe was first preacher of Ayurveda. Four Vedas, composed between 5000 -1000BC have info on treatment by plants and natural resources. However, till 1000 BC Ayurvedic system was fully developed, into Caraka SamhitÄ  and Suņºruta SamhitÄ  (books on Ayurveda written in systematic manner); these two books included 8(Aà ¡Ã‚ ¹Ã‚ £Ãƒ ¡Ã‚ ¹Ã‚ ­Ãƒâ€žÃ‚ Ãƒ ¡Ã‚ ¹Ã¢â‚¬ ¦ga) major clinical specialities: (Ayurvedic Medicine, n.d.) (CCRA) 3 Herbal Antibiotic Medicines An antibiotic is an antibacterial agent that curbs bacterial growth or kills bacteria. Antibiotics if are used frequently for things they can’t treat—like colds or other viral infections—they can stop working efficiently against bacterial infections, this development is called as antibiotic resistance. (Bruno, 2014) 3.1 Echinacea 3.1.1 Introduction Echinacea is a group of herbaceous flowering plants (in daisy family), it contains nine species generally called as coneflowers. (Echinacea, n.d.) 3.1.2 Geographical Availability Are generally found in eastern and central North America. (Echinacea, n.d.) 3.1.3 Medicinal Effects/Uses It is called as granddaddy of all immune- enhancing herbs. It is an immune stimulant, is excellent in preventing and treating colds and influenza. Research reveals that it affirms the immune system by actuating white blood cells (WBCs-lymphocytes and macrophages. (Bruno, 2014) (Literature Education Series On Dietary Supplements ) 3.1.4 Dosage General dosage range for Echinacea extract is 200-300 mg; for acute infections (e.g. Cold or flu) could be increased to 900-1200mg. (Bruno, 2014) 3.2 Andrographis paniculata 3.2.1 Introduction Geographical Availability Also called as ‘king of bitters’, ‘kalmegh—‘Dark Cloud’’, ‘Bhuneem neem of ground’. It is an annual herbaceous plant in the family Acanthaceae, native to India and Sri Lanka; widely cultivated in south and south-east Asia. Mostly the leaves and roots are used for medicinal purposes. (Andrographis paniculata, n.d.) 3.2.2 Medicinal Effects/Uses It contains a number of bitter components, which have both immune-stimulating and anti-inflammatory action. Studies have shown that Andrographis may help individuals suffering from the respiratory infection, common cold, and ulcerative colitis. It has an active component Andrographolide, in Andrographis, which is responsible for modulation of various inflammations. (Bruno, 2014) (Literature Education Series On Dietary Supplements ) 3.3 Berberine 3.3.1 Introduction Geographical Availability It is a quaternary ammonium salt from protoberberine group of isoquinoline alkaloids; bitter in taste, yellow in colour, plant chemical found in the roots of various herbs, including- European barberry (Berberis vulgaris), Oregon grape (Berberis aquifolium)( Mahonia aquifolium)[flowering plant native to western North America], and tree turmeric (Berberis aristata).(Bruno, 2014) 3.3.2 Medicinal Effects/Uses Plants containing barberine are immune stimulant; also has shown activity against fungal infections, Candida albicans, yeast, parasites, and bacterial/viral infections such as urinary tract infections, chloroquine-resistant malaria, bacterial-induced diarrhoea, treatment of trachoma leishmaniasis(both in eye). 3.4 Shiitake and AHCC 3.4.1 Introduction Geographical Availability Shiitake is native to East Asia (China, Japan, and Korea). In English called as- Sawtooth oak mushroom, black forest mushroom, black mushroom, golden oak mushroom, or oakwood mushroom†. (Shiitake, n.d.) 3.4.2 Medicinal Effects/Uses Shiitake- is a mushroom used for increasing immunity, making liver healthy and regulating unwanted growth of muted stomach and pancreas cells (Cancer). Active Hexose Correlated Compound (AHCC) is an ÃŽ ±-glucan-rich compound isolated from shiitake. AHCC is the second most popular complementary and alternative medicine used by cancer patients in Japan. (Shiitake, n.d.) AHCC may increase the bodys resistance to pathogen (as resulted in experiments with-influenza virus, West Nile virus, or bacterial infection) 3.5 Pomegranates 3.5.1 Introduction Geographical Availability Originated in Iran. It has been mentioned in many ancient texts of Babylon, Quran, Hormeric Hymes, and Books of Exodus. (Pomegranate, n.d.) 3.5.2 Medicinal Effects/Uses Its juice has better antioxidant activity than red wine and green tea. (Pomegranate, n.d.) Use in Ayurvedic medicine: Bark of its tree, flower juice is used as remedy to treat diarrhoea, dysentery, internal parasites, stopping nose bleeds, gum bleeds, toning of skin and treating haemorrhoids. The seeds and juice of pomegranates are considered good for the heart and throat. Sweet pomegranate fruit is known as ‘blood builder’. Pomegranate juice is also used as an eye drop, as it is conceived to retard the growth of cataracts. (Nelson, n.d.) 3.6 Garlic 3.6.1 Introduction Geographical Availability It was known to Ancient Egyptians, and has been used for both medicinal purposes and culinary. Studies done have found that when it is crushed, it yields allicin-an antibiotic and antifungal compound, sulfur-containing compounds alliin, ajoene, diallyl polysulphides, vinyldithiins, S-ally cysteine, and enzymes, B vitamins, proteins, minerals, saponins, flavonoids etc. (Garlic, n.d.) 3.6.2 Medicinal Effects/Uses Garlic acts as Diuretic, Flu remedy, Urinary Antiseptic, Antifungal, Antibacterial, Anti asthmatic, immune stimulus etc. It also reduces accumulation of cholesterol, inhibits vascular calcification in patients with high blood cholesterol. Vasodilatory effect (widening of blood vessels) of garlic- probably due to catabolism of garlic-derived polysulfide to hydrogen sulfide in red blood cells (RBCs). 3.7 Ginger 3.7.1 Introduction Geographical Availability It is a spice that flourishes in warm and sunny regions like South Asia. Ayurvedic verse says that to enhance digestion everyone should eat fresh ginger just before lunch and dinner. The characteristic odour and taste of ginger is simulated due to a mixture non-volatile phenylpropanoid zingerone, shogaols and gingerols, volatile oils (called as essential oils) that compose 1-3% of the weight of fresh ginger. 3.7.2 Medicinal Effects/Uses Study paper on NCBI, ginger inhibits growth and modulates secretion of angiogenic factors in ovarian cancercells. The use of dietary agents such as ginger may have potential in the treatment and prevention of ovarian cancer. (Jennifer Rhode, 2007) In general, ginger enhances the blood flow throughout the body, and stimulates circulation, treat nausea caused by seasickness, morning sickness, digestive disorder, gastric problems, constipation, and colic. Tea brewed from ginger is a common local remedy for treating colds. 3.8 Tulsi (Ocimum tenuiflorum) 3.8.1 Introduction Geographical Availability A group of researchers from Central University of Punjab, have done study using Chloroplast genome sequences, and have found that Tulsi is native to North-Central India. (Tulsi, n.d.) Varieties of Tulsi/Holy Basil: Krishna or shyama Tulsi (Ocimum sanctum) Rama Tulsi (Ocimum sanctum), Vana Tulsi (Ocimum gratissimum) 3.8.2 Medicinal Effects/Uses In Ayurveda, it is termed as ‘elixir of life’. (Bhattathiry, n.d.) 3.9 Turmeric 3.9.1 Introduction Geographical Availability It is native to tropical Tamil Nadu and South-East Asia. Chemical Composition: Most important group of compounds in turmeric is called curcuminoids. Curcuminoid include curcumin (diferuloylmethane) [3.14% avg.], demethoxycurcumin, and bisdemethoxycurcumin. It also contain Volatile oils. (Turmeric, n.d.) 3.9.2 Medicinal Effects/Uses Turmeric is potent antioxidant, powerful anti-inflammatory agent, lowers total cholesterol, anticoagulant, act as antacid, liver protective, anticancer activity, boost immunity and reduces blood sugar. According to a study paper on NCBI, Curcumin (in turmeric) have shown positive effect on Alzheimers disease treatment. (Palanivelu, 2011) (Synopsis of Turmeric’s Healing Properties, n.d.) (Dr.Jayaprakash, n.d.) 3.10 Aloe Vera 3.10.1 Introduction Geographical Availability It is common in India, South Africa, Barbados, Haiti etc. The herb has been regularly mentioned as being used in herbal medicine since first century AD. (Aloe Vera, n.d.) It contains slippery, slimy constituents that have a soothing effect, as well as a wound-healing effect. In Ayurvedic medicines Aloe Vera is commonly used due to its antimicrobial properties. Sapnonin are the class of chemical compounds found in various plants (including Aloe Vera). It has soap like physical behaviour; it acts as anti-feedant, and protect plant against microbes and fungi. (Sapnonin, n.d.) 3.10.2 Medicinal Effects/Uses Commercial Use: Yogurts, beverages, health drinks, cosmetic items such as shampoos, soaps, creams, moisturizers etc. Scientific research and clinical trials have found it helpful in treating cancer and certain blood diseases, particularly those associated with low white blood cell counts, such as leukemia; have soothing skin and healing burns, have rashes, frostbite, and severe wounds(due to presence of chrysophanic acid); helpful in treating dandruff, acne, ringworm, gum disease . (Aloe Vera, n.d.) 4 References (2014, 05 08). Retrieved from NCHF: http://www.ncfh.org/docs/fs-Folk%20Medicine.pdf Aloe Vera. (n.d.). Retrieved from Wikipedia: http://en.wikipedia.org/wiki/Aloe_vera Aloe Vera. (n.d.). Retrieved from howstuffworks: http://health.howstuffworks.com/wellness/natural-medicine/herbal-remedies/aloe-vera-herbal-remedies.htm Andrographis paniculata. (n.d.). Retrieved from Wikipedia: http://en.wikipedia.org/wiki/Andrographis_paniculata Ayurvedic Medicine. (n.d.). Retrieved from Wikipedia: http://en.wikipedia.org/wiki/Ayurvedic_medicine Ayurvedic Medicine: An Introduction. (2013, 08). Retrieved from NCCAM: http://nccam.nih.gov/health/ayurveda/introduction.htm Berberine. (n.d.). Retrieved from Wikipedia: http://en.wikipedia.org/wiki/Berberine Berberis. (n.d.). Retrieved from Wikipedia: http://en.wikipedia.org/wiki/Berberis Bhattathiry, M. (n.d.). 15 Benefits of the Holy Basil (Tulsi). Retrieved from Hinduism: http://hinduism.about.com/od/ayurveda/a/tulsibenefits.htm Bruno, G. (2014, 01 02). Total Health. Retrieved from Herbal Alternatives to Antibiotics: http://www.totalhealthmagazine.com/articles/herbal-medicine/herbal-alternatives-to-antibiotics.html CCRA. (n.d.). Ayurveda Introduction. Retrieved from CCRAS: http://www.ccras.nic.in/ayurveda/Chapter-1 Introduction.pdf Dr.Jayaprakash. (n.d.). Turmeric secret ayurvedic recipes. Retrieved from dharmaayurveda: http://www.dharmaayurveda.com/article/2304.html?a Echinacea. (n.d.). Retrieved from Wikipedia: http://en.wikipedia.org/wiki/Echinacea Garlic. (n.d.). Retrieved from Wikipedia: http://en.wikipedia.org/wiki/Garlic Herbalism. (n.d.). Retrieved from Wikipedia: http://en.wikipedia.org/wiki/Herbalism Howstuffworks. (n.d.). Retrieved from Ginger: http://health.howstuffworks.com/wellness/natural-medicine/herbal-remedies/ginger-herbal-remedies.htm Jennifer Rhode, S. F. (2007). Ginger inhibits cell growth and modulates angiogenic factors in ovarian cancer cells. Retrieved from NCBI: http://www.ncbi.nlm.nih.gov/pmc/articles/PMC2241638/ Literature Education Series On Dietary Supplements . (n.d.). Retrieved from Huntington College of Health Sciences : http://www.hchs.edu/literature/Cold Flu Sinusitus.pdf Nelson, N. (n.d.). 20 Antibacterial and Antiviral Herbs and How to Use Them. Retrieved from www.sustainablebabysteps.com/antiviral-herbs.html‎ Palanivelu, S. M. (2011). The effect of curcumin (turmeric) on Alzheimers disease: An overview. Retrieved from NCBI: http://www.ncbi.nlm.nih.gov/pmc/articles/PMC2781139/ Pomegranate. (n.d.). Retrieved from Wikipedia: http://en.wikipedia.org/wiki/Pomegranate Qi, D. Z. (2014). WHO. Retrieved from Traditional and Complementary Medicine: http://www.who.int/medicines/areas/traditional/definitions/en/ Sapnonin. (n.d.). Retrieved from Wikipedia: http://en.wikipedia.org/wiki/Saponin#Medical_uses Shiitake. (n.d.). Retrieved from Wikipedia: en.wikipedia.org/wiki/Shiitake Shiitake. (n.d.). Retrieved from Wikipedia: http://en.wikipedia.org/wiki/Shiitake Synopsis of Turmeric’s Healing Properties. (n.d.). Retrieved from Turmeric: http://www.turmeric.co.in/turmeric_ayurvedic_use.htm Tulsi. (n.d.). Retrieved from Wikipedia: en.wikipedia.org/wiki/Ocimum_tenuiflorum Turmeric. (n.d.). Retrieved from Wikipedia: en.wikipedia.org/wiki/Turmeric

Amyotrophic Lateral Sclerosis Essay -- ALS Medical Medicine Essays

Amyotrophic Lateral Sclerosis ABSTRACT At this time, Amyotrophic Lateral Sclerosis(ALS) is a very confusing and elusive disorder. While the clinical presentation and diagnosis of ALS dates back to the early 1900’s, with Charcot being the first to scientifically report and document his findings, there simply has not been definitive evidence since that time for the etiology for ALS. This fundamental problem has befuddled the most qualified researchers and its ensuing answer has eluded the most clever experiments for some 80 years. This paper is being written to address some of the most plausible candidate causes which have come to the forefront of ALS research in the last few years. This paper will also try to tackle the formidable task of possibly uniting some of the findings and results of experiments from all over the world in the last 4 years. While an exact, definitive etiology, treatment, or answer is not possible at this time, there does seem to be a few underlying trends and findings that have reinforced their own importance. These are the findings that will be evaluated and will hopefully act as a genesis for, perhaps a premature, minimally complete conclusion of the available pool of knowledge that has been amassed on ALS. In addition to this, possible treatment, including pharmacological intervention, will be reviewed. INTRODUCTION ALS is a disease of the skeletal muscular motor neurons throughout the nervous system that usually affects both upper and lower motor neurons. The progressive wasting and weakness of muscles that have lost their nerve supply is a characteristic sign of lower motor neuron damage; signs of spasticity and exaggerated reflexes are indications of damage to the upper motor neur... ...0. Rowland. Babinski and the diagnosis of amyotrophic lateral sclerosis. Neurological Institute. 1993. Vol. 33, #1. 11. Hubert and Blanchard. Pertussis toxin Pretreatment abolishes the inhibitory effect of Riluzole and carbachol on D-(3H)aspartate release from cultured cerebellar Granule cells. Neuroscience Letters, 1992. Vol. 140, pp. 251--254. 12. Cheramy, Barbeito, Godeheu and Glowinski. Riluzole inhibits the release of Glutamate in the caudate nucleus of the cat in vivo. Neuroscience Letters, 1992. Vol. 147, pp. 209--212. 13. Benoit and Escande. Riluzole specifically blocks in-activated Na channels in myelinated nerve fibre. European Journal of Physiology, 1991. Vol. 419, pp. 603-609. 14.Drachman and Kuncl. Amyotrophic lateral sclerosis: An un-conventional autoimmune disease? Annals of Neurology, 1989. Vol. 26, pp. 269-274.(Outdated, but useful)

The Withch-hunt In Modern Europe :: essays research papers

THE WITCH-HUNT IN MODERN EUROPE By: Brian Levack The Witch-Hunt in Modern Europe by Brian Levack proved to be an interesting as well as insightful look at the intriguing world of the European practice of witchcraft and witch-hunts. The book offers a solid, reasonable interpretation of the accusation, prosecution, and execution for witchcraft in Europe between 1450 and 1750. Levack focuses mainly on the circumstances from which the witch-hunts emerged, as this report will examine. The causes of witch-hunting have been sometimes in publications portrayed differently from reality. The hunts were not prisoner escapee type hunts but rather a hunt that involved the identification of individuals who were believed to be engaged in a secret activity. Sometimes professional witch-hunters carried on the task, but judicial authorities performed most. The cause of most of these hunts is the multi-causal approach, which sees the emergence of new ideas about the witches and changes in the criminal law statutes. Both point to major religious changes and a lot of social tension among society. The intellectual foundations of the hunts were attributed to the witch’s face-to-face pact with the devil and the periodic meetings of witches to engage in practices considered to be barbaric and heinous. The cumulative concept of witchcraft pointed immediately to the devil, the source of the magic and the one most witches adored. There was strong belief then that witches made pacts with the devil. Some would barter their soul to the devil in exchange for a gift or a taste of well being. Many believed that these witches observed a nocturnal Sabbath where they worshipped the devil and paid their homage to him. They were also accused of being an organization known for its cannibalistic practices of infanticide incest. Another component of this cumulative concept was the belief of the flight of witches. The belief for this was contributed to by the assumption that witches took flight from their homes to goto nocturnal meetings without their absence from home being detected. The belief in â€Å"flying night witches† was shared by many cultures in the modern world. These women were referred to as strigae, which was one of the many Latin terms for witches. As the reader first opens the legal foundations of witch-hunting, one finds that historically it was a judicial process from discovery to elimination. Levack states that before the thirteenth century European courts used a system of criminal procedure that made all crimes difficult to prosecute.

To What Degree Might Different Languages Shape In Their Speakers Differ

To What Degree Might Different Languages Shape In Their Speakers Different Concepts Of Themselves And The World? What Are The Implications Of Such Differences For Knowledge?   Ã‚  Ã‚  Ã‚  Ã‚  The difference in languages can cause different perceptions of various cultures leading to distinctions or possible clashes. When I lived in France I faced some of the problems a language barrier can cause. The most common and at the same time most irritating problem of language is the inability to translate word for word as some words just don’t have a direct translation into another language. These are normally colloquialisms for example â€Å"up the apples and pears† does not translate into â€Å"monter les pommes et les poires.† This would cause people to look at you in a very strange manner wondering what on earth you were talking about and it’s not only verbal language which creates different perceptions of people. Body language, such as hand movements and voice intonation can determine or change someone’s perception of a culture. The following paragraphs will illustrate the way language can be misconstrued.   Ã‚  Ã‚  Ã‚  Ã‚  The first point I would like to illustrate is the way body language can have different effects on people. For example, in England the use of hands when you are speaking is quite rare, the odd movement of the hand may be seen but the most common use of hand signals or motions is when someone is making an insult. I will use the Italians as an example of at times exaggerated and frequent use of hands. The Italians often use their hands as a way of secondary communication. As they speak they dramatise their conversations which can be mistakenly perceived by some people as confrontation when in fact they are having a simple conversation. This is where the lack of knowledge of a culture can cause a misunderstanding. Another example of communication which can cause raised eyebrows is the way the French acknowledge one another is doing something called the â€Å"bises.† This is where they give a kiss on each cheek. (Depending on the region this could be two, three even four kisses.) It is considered rude to just verbally greet someone so the â€Å"bises† is the norm for them. However when they are out of their country they could receive strange looks because people don’t understand their reasons and therefore could be perceived that French m... ...age on the planet, or to speak the universal language of Esperanto created in 1887 by Dr. Zamenhof which, if possible would bring an end to our cultural differences – how boring!   Ã‚  Ã‚  Ã‚  Ã‚  In conclusion, each country has the knowledge and understanding of its own culture and will therefore have a different perception of foreign cultures due to the possible lack of understanding. The argument â€Å"someone can only fully understand another culture if they speak their language† is I believe true. Language can not always be translated directly so the only way to fully understand a concept of a culture is to speak that language learning the subtle nuances. Ignorance, I believe causes misunderstanding, take for instance when Brits go on holiday unable to comprehend another language yet believing that everyone should understand them sometimes coming across as arrogant and rude. Understanding a culture needs patience, understanding and open mindedness. Respecting one-another’s differences can allows us to live together in harmony irrespective of our cultural upbringing and beliefs. I believe differences alleviate boredom as life would be mund ane if we were all the same.

A View from the Bridge Essay Essay

A View From The Bridge’ is a play that was first staged in 1955. It was written by Arthur Miller. Arthur Miller was born into a Jewish family in New York in 1915, whose grandparents had come to America from Poland. When the family business failed, they moved to Brooklyn, where A View from the Bridge is set. There, Miller worked in a warehouse to earn money for his university fees. He began to write plays when he was in university and continued to write them after he graduated and became a journalist. In the play, loyalty dictates the events very strongly as because of Eddies mixed emotions for Catharine he chooses to be more loyal to her than to all of his family. Miller shows the importance of loyalty through Eddie telling Catharine the ‘Vinnie Bolzano’ story. Catharine’s reaction shows the audience that in Italy, family loyalty is the most important thing as Catharine is both shocked and horrified that Vinnie snitched on his own Uncle this is why she shockingly says ‘The kid snitched? Miller uses this as an opportunity to tell the audience that the Italian American community is very loyal, which makes Eddie’s betrayal even more shocking. Because Vinnie snitched on his Uncle he could never show his face in public because every one despised and loathed him this is why Beatrice says ‘I never seen him again’. This also shows that the Italian American Community has a very ‘if you snitch on one of us, you snitch on all of us’ mentality. Another way that Arthur Miller portrays the importance of loyalty in the play is the references Eddie uses to Catharine’s Mother. this quote shows that Eddie tries to use the promise he made to Catharine’s Mother as an excuse for being so strict and this is why he says ‘I promised your Mother on her death bed’. This is why he doesn’t want her working in the dodgy part of town; where as it is because of the emotions he feels toward Catharine and he doesn’t want her to have another male figure in her life who could be more important than he is. One of the most important scenes in the play is the ‘Phone Call’ scene which shows Eddie changing his loyalties from his family and friends, to just Catharine. ‘Give me the number for the immigration bureau’ this shows Eddie doing what Vinnie Bolzano didand snitching on Marco and Rodolpho, he does this because of the mixed and confusing emotions he feels for Catharine. Miller also uses stage  directions in the scene such as ‘A phone booth begins to glow on the opposite side of the stage; a faint, lonely blue’ I think that Miller uses the Lighting on the phone booth to show the audience the conflict going on in Eddie’s head; to loose every thing (his family and friends friendship, love, trust and loyalty) but keep Catharine for himself When the immigration officers arrive at the house, Eddie looses the respect and loyalty from his family. Beatrice realizes what Eddie has done when she says‘My God, what did you do? ’. She is completely shocked and horrified as Eddie was a loyal and family orientated man. Miller uses this quote to show the audience that Beatrice is astounded and aghast that Eddie has chosen Catherine over her, even though she is his wife. Marco is furious with the fact that Eddie has just ruined any chance of him getting an American citizenship, this now means that Marco wouldn’t be able to get a well paid job and support his family back in Italy. This is why he says ‘That one! He killed my children! That one stole the food from my children’ this is because although Eddie hasn’t directly murdered Marco’s family, his actions will lead to Marco getting deported and he wouldn’t be able to give his family money to buy food and they would consequently die. The audience would be shocked by what he is saying as he is insulting Eddie who Miller has made out to be the confused character who although he is doing something terrible he thinks that he is doing it for the right reasons, and the audience would therefore feel sorry for him. Miller uses the loyalty theme to show the weakness of men, Eddie betrays his family and community because of the mixed emotions he feels for Catharine.

Science Has Made Man’s Life Quite Comfortable

Science has changed the face of the world. It has, of course, given many things that benefit man. But the evils that it has showered on man wash away the advantages. It has made man depend on machines, calculators and computers. A day may come when his physical and mental faculties may grow so weak that he may not be able to lift a bag or solve a simple equation. In the field of health services, it has given us life-saving drugs. But it has also given drugs like smack and heroin. Nuclear energy created by science has been much praised but the blast in Russia has exploded the myth.Atom bombs created by scientists were thrown on Hiroshima and Nagasaki decades ago. The painful memory still lingers and millions of people are still ill. I apparently support science. Science has made all the things possible. REALLY†¦. without science we cannot imagine our lives. humans might have extincted long back if science had not been improved. so,i think it ‘s not a bane for the society. T here is a misconception about science ,people think that it is the science which is responsible for the explosions as well as destruction.But I think it is human brain which caused all this destruction. PEOPLE fought and had lost their lives before the improvement of science also. so, it is definetly a boon for the society The greatest harm science has done is to the faith of man. God has become a nonentity. In the modern jungle of mental activities where would a desperate man go? Having lost faith, his intellectual activities lead him to suicide. A number of scientists meet this fate every year in India. By This we can conclude that Science has more Boons than Banes.

A Leadership Profile of American Project Managers Essay

Although the needs and demands of clients have always been the highest priority for any project manager, increasing global competition, ever heightening client expectations, and the magnitude of the projects impact on a firm’s bottom line has begun to place greater emphasis on the skills necessary to successfully lead today’s project teams. Historically, strong technical skills and knowledge of the industry would have been the key selection criteria. It was, in many cases, simply assumed that men and women who possessed these qualities would lead the project to a successful completion. Today’s complex project environments require even greater skills at leadership than ever before. â€Å"Cookie-cutter† formula-based management was probably never correct, but in today’s environment it will inevitably lead to disaster. Performance expectations for quality, cost effectiveness, timely delivery, and a host of other client measures are ratcheted-up a notch each year. In the highly competitive arena in which most projects operate, be they external or internal, the requirement to produce results that exceed client expectations has become the norm. As one respondent shared, â€Å"I have not worked on a project in the past five years that was not viewed by the client as being ‘fast track;† The stakes are high, and getting higher. The days when cost overruns and delayed completion were common are history. So are the projects where technical personnel were once allowed to â€Å"experiment† until they got it right. With the managerial practices of outsourcing, downsizing, total quality management and continuous improvement becoming even more prevalent in our organizational environment, it can be expected that project managers are experiencing increased performance pressures. Internal project managers are possibly just as vulnerable to not having their contracts renewed as external consultants and contractors. Recent Literature Jeffrey Pinto and Om Kharbanda shed light on this problem in two journal articles published in Business Horizons, â€Å"Lessons for an accidental profession† (1995) and â€Å"How to fail in project management† (1996). These authors emphasize the increased need for projectmanagers. Increasingly technically complex products and processes, vastly shortened time-to-market windows, and the need for cross-functional expertise make project management an important and powerful tool in the hands of organizations that understand its use† (Pinto & Kharbanda, 1995). In their follow-up article, â€Å"How to fail in project management,† the authors write a stinging criticism of the practices that combine to produce project failures (Pinto & Kharbanda, 1996). Karen Ayas (1996) takes a broader brash to the whole issue through what she describes as a â€Å"project network structure. The design of the system should â€Å"stress the synergies between organizational strategy, structure, culture and systems to allow organizations to build and expand learning capacity. † The application of â€Å"process management view† to project management was reported recently in Harvard Business Review. The study of leading companies such as AT&T, Hewlett-Packard and Raychem over an eight-year time span led the author to report that, â€Å"managers can benefit by applying a process management approach to their product development process. Companies can create an aggregate plan that allows them to assign practices to theirprojects with an estimate of needed resources †¦ managers can eliminate congestion and long hours by evening out workloads† (Alder, Mandelbaum, Nguyen, & Schwerer, 1996). (See also Jungen & Wowalczyk, 1995. ) Bob Lewis (Info World, 1996) sets forth the five keys that he believes differentiate successful projects from the others: scope control; regular, concrete, reasonable results; weekly status meetings; team buy-in to the plan; and walking around. Project management is considered a vital tool for the implementation of business process reengineering. â€Å"Project management allows organizations to break things down into simple processes and assign these activities and modules to individuals. This approach helps organizations identify existing built-in dependencies among processes †¦ A multidimensional forum for enterprisewide visibility is essential and will lead to significant productivity and cost savings. †¦ Project management is the organizational ‘glue’ that binds together dispersed, high accountable teams throughout the organization. Teams will seek and demand a framework to ensure their success under the new rules of rapidly changing intensely competitive markets. Project management provides the framework, encourages dispersed leadership and provides visibility of effort to stakeholders throughout the organization† (King 1996). Clearly, project managers are being viewed as pivotal leaders in the introduction and implementation of both operational and behavioral managerial changes. Are project managers viewing their roles and responsibilities in the same light as the authors of leading journal articles? What do practicing project managers believe are the critical characteristics necessary to be effective? On the other hand, what factors contribute to producing ineffective project managers? On the operational side, what do they see as the primary causes of projects that fail to meet budgetary and time constraints? What do they see as the most effective project management â€Å"tools,† and the extent to which these â€Å"tools† contribute to the success of a project? Finally, how powerful is â€Å"the leadership factor† in the success of a project and what are the specific characteristics and behaviors of leaders that will have a positive influence on organizational effectiveness in the next decade? The authors found no research that specifically addressed these questions nor reported results obtained directly from project managers. Research Instrument Design The research instrument was compressed of both open-ended and forced-answer questions. In addition, the respondents were asked their agreement or valuation of several statements through the application of a traditional five-point Likert scale ranging from a high of 5 to low of 1. The completed instrument was then pretested by 12 project managers and executives in a number of firms. All suggestions were incorporated into the final research instrument. The research instrument was then mailed to a selected sample of 100 senior-level project managers who, it was assumed, would possess a wealth of experience regarding the issues being studied. The authors received 76 usable responses to the research instrument from the mailing of 100. The extremely high response rate was due in part to an aggressive premailing and postmailing telephone campaign. The respondents were all relatively senior project managers with a minimum of 10 years experience in projectmanagement. All of the project managers surveyed were employed in large architectural and engineering consulting companies. Research Results and Discussion What Are the Characteristics of Effective Project Managers? The following results (presented in Table 1) were obtained from an open-ended question that asked respondents to list, in rank order, the characteristic that they believed was essential for effectiveness. Possibly the most interesting aspect of the project manager’s responses to this question was the fact that technical competence was the third highest rated characteristic. Eight of the nine characteristics were managerial in nature, reflecting a basic understanding that effectiveness is directly related to the ability of theproject manager to lead and manage more than simply possess exceptional technical skills. This finding is consistent with the academic literature, but is more powerful when drawn from open-end responses of experienced practicing project managers. What Factors Contribute to Ineffectiveness Among Project Managers? In order to examine the question of effectiveness in a different light, the project managerswere then asked, via open-ended questions, the specific nature of personal flaws of project managers that directly contribute to ineffectiveness, as well as the organizational factors that produced the same results. The intent of these questions was to identify how both personal flaws and organizational factors contributed to producing an ineffective project manager. To a large degree the personal flaws are a reverse image of the characteristics of ffective project managers from Table 1. There seems to be a good deal of internal consistency among the respondents (see Table 2). The organizational factors that contribute to becoming an ineffectiveproject manager are equally relevant, but not surprising. Lack of upper-management commitment and support is a well-documented source of project problems. Theproject management literature has addressed each of the organizational barriers to effectiveness and it is again reinforcing to discover that the responses document that practicing project managers’ perceptions fully support the literature. The past few decades have not seen the elimination of these classic sources of organizational ineffectiveness, although their negative impact on project performance has been known for some time. Resistance to change and a reactive approach to environmental turbulence are signs of a firm struggling with adjusting to new competitive conditions. Traditional reward systems are generally not well suited toproject management. Traditional reward systems tend to have very little direct linkage between the performance criteria of a project and compensation. With competition being very intense in some sectors, some projects are priced and sold at dangerously thin multipliers with little opportunity to show a significantly positive return. When the realistic expectations for the project are not considered in the compensation plan, it can be expected that dissatisfaction with the compensation or reward systems are bound to be voiced. Project managers know that under difficult competitive conditions, jobs are taken to keep the staff utilized and the expected profit margin is possibly at breakeven. It is often just as difficult to manage a project with no expected profit than one with above average profit expectations. In addition, reward systems seldom reflect the nature and varying degrees of difficulty of the task and often focus solely on the final profit numbers. Failure to develop a reward system that reflects the specific nature of the project can create potential long-term conflicts. Consider how new market entry is normally achieved: the firm â€Å"buys† a project. The firm intentionally bids a project below what established competitors minimum bid to get the work and, hopefully, enter a new market successfully. Logic would suggest that a firm would want one of its best project managers to lead such a project to ensure success. But if the projectaffords no opportunity to earn a performance bonus based on project profitability who would volunteer to â€Å"take on† a known loser? In too many cases, organizational insensitivity to the negative realties created by poor organizational practices and policies are not understood or simply ignored. The result of these negative practices and policies is the eventual erosion of a potentially high-quality professional staff. The lack of upper management support and commitment results in a complete breakdown of trust and respect. One of the sure killers of motivation is when project managers become conditioned to being abandoned by their management at the first sign of client conflict. As one project manager described the situation: â€Å"it’s like discovering that your management is sitting on the client side of the table at every meeting, and that you are left alone to defend every decision. † It doesn’t take too many such experiences beforeproject managers modify their style of management to protect themselves. Under these conditions one is not likely to find that the project team is performing to the maximum potential. What Are the Primary Reasons That Projects Experience Budgetary and Timely Completion Problems? Table 3 reports the respondents’ reasons for why projects run into budgetary and timing problems. The most frequent responses reflect both organizational and managerial problems. As an example, â€Å"failure to utilize the toolsavailable to manage a project to completion in a timely fashion and within budget† was the most frequent response. Poor leadership on the part of the projectmanager† was the second most frequently reported cause of problems. â€Å"Lack of effective interorganizational communication† and a â€Å"lack of timely decisions and corrective action† were also reported. The only external factor mentioned by the respondents was â€Å"the client’s failure to respond in a timely fashion. † Almost everyproject manager has dealt with clients who seemed unable or unwilling to make timely decisions yet retained their expectations that the project would be completed on time and within budget. It seems that managing the client is an art that only experience can teach. This need to learn the diplomacy of client management becomes increasingly important as a client-oriented strategy is recognized as essential to survival. What Are the Project Management â€Å"Tools† Most Often Used and How Effective Are They? Managing the project requires the skillful application of projectmanagement tools that are designed to assist the project team complete the project on time, within budget, and to the satisfaction of the client. Table 4 reports the responses from experienced project managers regarding the extent to which they use eight recognized project management tools and the extent to which the tools contribute to the success of a project. As you would expect, the two highest rated tools (actually tying for first) were the project schedule and theproject budget. Irrespective of project size or complexity, these project tools were rated highest in use and first and second in terms of contribution to the success of the project. Of the eight project management tools that the respondents were asked to evaluate, none were reported to be of no value. Some of the more detailed tools were used less often and consequently may have been perceived as less valuable to project success. Despite the discussion in the projectmanagement literature regarding the need to increase the degree of accuracy in the determination of the percentage of project completion, the â€Å"earned value reporting tool, was rated the least used and correspondingly reported to have made the least contribution to the success of a project. The top five projectmanagement tools most often reported as used (project schedule, project budget, project cost system, project execution plan, and client communication log) were also rated as making the greatest contribution to the success of the project. Clearb; more effective project managers exercise managerial discipline in the consistent application of what they have found to be the most valuable project management tools for achieving success. What Are the â€Å"Other† Factors That Contribute to the Success of a Project? In addition to the direct managerial actions that project managers can take through the implementation of project management tools, project managers focus on their managerial and leadership skills as controlling sources of influence that contribute to the successful completion of projects. Table 5 reports the source of influence on successful completion of a project as reported by the project managers surveyed. As expected, â€Å"the decision made by the client† was the strongest influence, with â€Å"responding to the changing client request† second. The third source of influence on the successful completion of a project is the â€Å"desire to excel,† reflecting the strong positive personal motivation of project managers to make every project they lead a success. â€Å"The decision made by the project team† and â€Å"the pressures from inside the project† were the next highest rated sources of influence reflecting the need for the project manager to focus on the leadership of the project team. Equally interesting are the lowest rated sources of influence on the success of aproject. Respondents give little or no credence to â€Å"luck† or â€Å"external politics† as barriers to success. How Critical Is the â€Å"Leadership Factor† to Project Success? Given the many factors that can directly or indirectly influence the success of a project, do projectmanagers believe that there is one overriding factor that contributes to whether a project will be a success or a failure? In fact, the answer is yes. When asked to weigh the percentage of success or failure of a project that can be contributed directly to the pressure of either positive or negative leadership the responses were powerfully revealing (see Table 6). Positive leadership contributes almost 76% to the success of a project. Consider what this response means. Variation in projectsuccess can be contributed to the leadership displayed on the project by 76%. Equally meaningful is the second statistic: negative or poor leadership contributes 67% to the failure of projects. Clearly, firms that fail to train and reinforce the need for project managers to practice positive leadership seem to run an unacceptable risk. In a recent interview with five vice presidents of major engineering consulting firms, a question was posed regarding the number of projects in the past five years that failed due to a lack of technical competence on the part of the project manager or the project team. In what was estimated by them to be more than 1,000 projects, both large and small, the executives could recount only 10 failures due to lack of technical competence. Yet, when you ask most company executives what the most critical criteria for promotion to project manager is, technical competence generally leads the list of responses. Possibly what is absent is the recognition that technical competence must be supported by persons who are capable of managing a project and providing positive leadership to the team. All the evidence of recent research supports the idea that successful projects are led by individuals who possess a blend of technical and management knowledge, but beyond both, leadership skills. Sensitivity to the client’s needs, the composition of the project team, the strategic importance of the project to the firm, and the technical requirements of the project reflect themselves in a continuous stream of communication and personal interactions that serve to reveal the true nature of theproject manager. Project managers were asked to rate 50 characteristics or behaviors that they believed, based on their experience, would have a positive influence on organizational effectiveness in the next decade. Tables 7 and 8 highlight the highest and lowest rated characteristics and behaviors and reveal some very interesting findings. The highest rated characteristics and behaviors build a profile of an individual that most of us would wish to work for. The profile reveals a leader who recognizes that it is absolutely essential to build aproject team, reinforce positive behavior, communicate, demonstrate trust and respect, develop team members and empower them to perform and set goals while remaining flexible to respond to the inevitable changes. Important by their absence from the â€Å"golden dozen† are characteristics and behaviors such as technical expertise, individualistic, effective organizational politician, or detail oriented. The profession has moved beyond the mind-set that the best-qualified individual to promote to the project manager’s position is the best technical person or some flashy politically savvy character with the â€Å"right contacts. † Table 8 reports the characteristics and behaviors that practicing and experienced project managers rated as the 12 least important characteristics for the achievement of organizational effectiveness. Some of these responses were a surprise to the researchers while others were not. Project managers rated â€Å"strategic thinker† very low. This may be explained by the fact that many project managers are totally operations-oriented and become involved only when the job is sold. In terms of preparation for promotion into the firm’s executive ranks this shortcoming could be costly. Yet, this lack of recognition of the need for the practice of strategic thinking may explain the managerial practices of some firms who employ project managers.