War On Iraq And The Bombing Of Pearl Harbor Essay Example for Free

War On Iraq And The Bombing Of Pearl Harbor Essay In July of 1941, Japanese assets were frozen in America, and the consequent cessation of shipment of oil, scrap iron, and other goods from the United States, Japans economy was in most severe straits and her power to wage war directly threatened and her ability to make war was becoming severely threatened by the ongoing embargoes against her. Japanese military planners estimated that reserves of oil, painfully accumulated in the late 1930s when the risk of just such a squeeze became evident, would last at most two years by which time it would be far too late to make a stand, militarily, against the United States in China or elsewhere. Somehow, Japan had found its way to a no good choices scenario, with acquiescence to American demands dooming Japan to a less than coequal status with the worlds dominant powers, or war with the United States sooner than later before supplies dwindled below practical abilities to make war. (Russett, 1997, p. 46). Diplomatic efforts proved useless when The United States, and the British and Dutch, would end the embargoes only as a response to Japanese withdrawal from air and naval bases in Indochina; and at this time the Japanese military began to consider war with the U. S. inevitable. Most of the Japanese elite were opposed to any settlement which would in effect have meant withdrawal from China which would also mean the increase of Western, particularly American influence, in precisely those ares which Japans ruling castes believed were the natural provinces of the Japanese Empire. (Russett, 1997, p. 47). While the Japanese military planned for war, the American government also planned for an escalation of hostilities: By autumn 1941, however, opinion was crystallizing in the highest levels of the American decision-making system this process was leading to war. Roosevelt informally polled his cabinet on the question of whether the country would support war against Japan and the result was that All members responded in the affirmative; with public support behind the war, conflict with Japan seemed immanent. (Russett, 1997, p. 50) By the beginning of December their attack was irrevocably set in motion. The Japanese conviction that war could not be limited to the British and Dutch had to be based wholly on inference. Yet it was a correct analysis and a solid conviction, as shown by the otherwise inexplicable risk they took at Pearl Harbor the attack ensured American popular support for the war in the Pacific, just as the moral argument against Hitler in Europe worked to fuel public support for the American entry into World War Two. (Russett, 1997, p. 51) Although ambiguity persists in the public perception of the contribution of the United States intelligence services to the build up toward the Iraqi War, official statements by high-ranking intelligence officials who served during the time period in question maintain a specific position: that the U. S. possessed credible information that Iraq maintained an arsenal of weapons of mass destruction and these weapons posed a potential threat to America. In point of fact when classified intelligence reports surfaced in 2002 which seemed to indicate that the United States had no reliable evidence before hostilities that Iraq possessed weapons of mass destruction. (Official Rebuts Story of, 2003, p. A03). The question as to whether or not the war can be considered a fall-out of bad intelligence then, would seem to be a non-starter. The simple facts, despite leaked report of 2002, are that the intelligence agencies, including the CIA and the DIA posited and maintained the position through the buildup and afterward that Iraq posed a threat to the U. S. and that Iraq possessed illegal weapons of mass destruction. Since no weapons were found, there was obviously and most tragically a profound failure of intelligence. A failure so profound, in fact, that the blame for a catastrophe involving potentially hundreds of thousands of deaths and untold trillions of dollars should lie squarely on the intelligence gathering agencies who so grossly mishandled their responsibilities and led America into an unnecessary and dearly costly war. Works Cited Decosse, D. E. Authority, Lies, and War: Democracy and the Development of Just War Theory. Theological Studies, 67(2), 378+. (2006). Official Rebuts Story of Iraq Intelligence Shortcomings; Says Leaked Classified Report Was Misread regarding Weapons Program. The Washington Times, p. A03. (2003, June 7). Russett, B. M. No Clear and Present Danger: A Skeptical View of the United States Entry into World War II. Boulder,Colo. : Westview Press. (1997).

Factors Influencing Strategy Implementation

Factors Influencing Strategy Implementation The aim of this module is to produce a 4000 word research proposal that would be capable for supporting the preparation of a Masters dissertation. The project report would include an introduction including a title, which would highlight the content of this business document providing a background, informing the reader of the problem / issue at hand and the context of the situation that would be discussed. The research issue would be provided highlighting the importance of the issue in todays ever-changing and competitive, cut-throat business environment. Adequate linkages would be provided to co-relate the research aims, research objectives, research questions and the hypothesis as such generated. A coherent and critical literature review would follow demonstrating the knowledge of the literature available and linking it to the situation which would be investigated. A research design and methodology would be adopted to investigate the concerned issue providing a rationale as to how the research objectives are to be accomplished explaining the selection of the research paradigm. The research design would include the methods of data capture, the data access issues, the analysis and the interpretation means that would be used to assess the situation and appropriate reasons would be provided for the choice of research tools used. Relevant ethical issues underpinning the research objectives would also be discussed along-with the resources required to complete the research proposal. The last part of this management report would include a timetable that would provide the time that it took to complete each part of the research proposal along-with a list of references utilized to complete the report. INTRODUCTION TITLE: FACTORS INFLUENCING STRATEGY IMPLEMENTATION BACKGROUND The title of this research proposal is factors influencing strategy implementation. Before we discuss the issue and highlight the importance of the issue in the context of the report it is of prime importance to understand the concept of strategy implementation itself. It is the process by which the business strategy formulated is put into action. It includes the design and management of organizational systems to achieve the best integration of people and structure, allocating resources, managing human resources and developing information and decision processes to achieve organizational objectives. Pierce and Robinson  note that to effectively direct and control the use of the firms resources, mechanisms such as organizational structure, information systems, leadership styles, assignment of key managers, budgeting, rewards, and control systems are essential strategy implementation ingredients. After the creative and analytical aspects of the corporate strategy have been formulated the priority of the management is to convert the strategy into operationally effective action. A strategy is never complete, until it gains a commitment of the firms resources and becomes embodied in its organizational structure. Strategy implementation is an iterative process of implementing strategies, policies, programs and action plans that allows a firm to utilize its resources to take advantage of opportunities in the competitive environment (Harrington, 2006). There is no one definition of strategy implementation as seen from the above citations but for the purpose of this report, taking into consideration the definitions above we can define strategy implementation as an iterative, dynamic and a complex process, which comprises of series of decisions and activities by the management and the administration those affected by many interrelated internal and external factors, to turn strategic plans into reality in order to achieve the objectives of the firm. RATIONALE FOR THE STUDY This part of the report would highlight the aim and the objectives of the research, discussing the issue chosen and its importance by proposing a research question and providing an answer to it in the literature review. Many studies have acknowledged that business strategies often fail not because of inadequate strategy formulation, but because of an inappropriate implementation strategy. This report would study the factors that enable or impede effective strategy implementation. This report would highlight how strategy implementation has been researched so far and how this field may be moved forward so as to help in effective execution of a business strategy. As a result of the literature review undertaken, the report has found nine critical factors for strategy implementation that will be discussed further in the literature. Formulation of an effective strategy, making the strategy work and implementing it throughout the company is a difficult task (Hrebiniak, 2006). Many factors potentially affect the process by which strategic plans are turned into organizational action. Unlike strategy formulation, strategy implementation is more of a craft, rather than a science. After successful formulation of the business strategy, difficulties usually arise during the subsequent implementation process. If the business strategy formulated is not applied correctly to all the aspects of the organisational structure the business model would fail, thus harming the organisation in many aspects, the major being the financial capability of the firm, which would take a huge blow. It is of prime importance to get the implementation right otherwise there would be huge losses for the firm. Noble (1999b) notes, the best-formulated strategies may fail to produce superior performance for the firm if they are not successfully implemented. This issue is of utmost importance in todays day and age because of the cut-throat competition in the ever-changing business world where each firm needs to keep re-modelling their policies and procedures to keep up with the change in the external and internal business environment. There are combination of issues that influence the success of strategy implementation, ranging from the people who communicate or implement the strategy to the systems or mechanisms in place for co-ordination and control. How can we better understand these issues and their importance for successful strategy implementation? In this report we try to respond to this question by the critical analysis of the existing research on the factors that influence strategy implementation. An analysis has been conducted of the most widely used literature databases to identify key factors influencing the process of strategy implementation, to surface current areas of agreement and disagreement on the topic. LITERATURE REVIEW In the following section, the report would review the study sources and assess their research context, theoretical bases, their main results and the research methods used as well as the analytical techniques which are employed for the study. The examined organizational levels and organizational types are the two elements of the research context. The core of the literature review, would concentrate on the nine factors identified through rigorous analysis of the study sources, that play a role in influencing strategy implementation success, as well as the frameworks or models that aggregate or relate the relevant factors to each other. This is followed by the discussion of the theoretical bases of the reviewed studies. Finally, the research methods and analytical techniques adopted will be reviewed to see which methods are still underutilized in the context of strategy implementation. By carrying out a literature review of the existing studies, the report found two types of strategy implementation studies: one that highlight the importance of the individual factors for strategy implementation and the second that emphasize the big pictureà ¢Ã¢â€š ¬Ã… ¸ of how the single factors interrelate and form a strategic implementation environment. The research would highlight nine recurring, individual factors that influence strategy implementation. They are namely the strategy formulation process, the strategy executors (managers, employees), the organizational structure, the communication activities, the level of commitment for the strategy, the consensus regarding the strategy, the relationships among different units/departments and different strategy levels, the employed implementation tactics, and the administrative system in place. THE NINE FACTORS THAT INFLUENCE STARTEGY IMPLEMENTATION 1. Strategy Formulation If the corporate strategy drafted by the business is a poor or a vague strategy, then it can limit the implementation efforts dramatically. Good execution cannot overcome the shortcomings of a bad strategy or a poor strategic planning effort (Hrebiniak, 2006). Several studies mention the fact that the kind of strategy that is developed (Alexander, 1985; Allio, 2005) and the actual process of strategy formulation, namely, how a strategy is developed (KimMauborgne, 1993; Singh, 1998) will influence the effect of implementation. Alexander (1985) believes that the need to start with a formulated strategy that involves a good idea or concept is the most crucial and critical factor which helps promoting its successful implementation. As Allio notes, good implementation naturally starts with good strategic input: the soup is only as good as the ingredients (Allio, 2005). 2. Relationships among different departments and different strategy levels Many studies in the concerned field have stressed that the institutional relationships among different units/departments and different strategy levels play a major role in the outcome of strategy implementation (Walker Ruekert, 1987; Gupta, 1987; Slater Olson, 2001; Chimhanzi, 2004; Chimhanzi Morgan, 2005). Walker Ruekert note that marketing policies, inter-functional structures and processes, corporate-business unit relationships and processes are a major influence on business strategy implementation. In addition, allocation of resources, functional competencies, inter-functional conflict, decision-making participation and influence, and coordination also have different effects on the implementation of various kinds of business strategies. Implementation effectiveness is negatively affected by conflict and positively affected by interpersonal communication and not written. Such interdepartmental dynamics are affected by senior management support informal integration and joint re ward systems. Other relationships that have received attention to a lesser extent include finance, manufacturing, engineering, quality, marketing, accounting, and sales. 3. Executors Executors comprise the top management, middle management, lower management and non-management. Effectiveness of strategy implementation is, at least in part, affected by the quality of people involved in the process (Govindarajan, 1989). The quality refers to the capabilities, experience, skills, attitudes, and other characteristics of people required by a specific position (Peng Litteljohn, 2001). Findings indicate that strategy implementation effectiveness, critically depends on the human or people side of project management, and less on organization and systems related factors. Top management refers to the senior-level leaders including presidents, owners, and other high ranking executives (CEO, CFO, COO etc.) and senior-level managers. Hrebiniak and Snow (1982) report that the level of interaction and participation among the top management team typically leads to greater commitment to the firms goals and strategies. This, in turn ensures the successful implementation of the strategy. Gupta and Govindarajan (1984) note that greater the marketing and sales experience of middle managers, the greater would be their willingness to take risk and successfully implement the strategy. Heracleous (2000) also finds that if middle management do not agree with the strategy, or do not feel that they have the skill set to implement it, then they would sabotage its implementation. Middle managers expect the direction from the top management but frequently feel that they are in a better position to start and evaluate alternative courses of action. Also, the lack of shared knowledge with lower-level management and non-management employees would create a barrier to successful strategy implementation. 4. Communication Many researchers have emphasized the importance of adequate communication channels for the process of strategy implementation. Alexander (1985) notes that communication is mentioned more frequently than any other single item that promotes successful strategy implementation. Communication includes explaining what new responsibilities, tasks, and duties need to be performed by the employees in order to implement the strategy. It answers the why behind the changed job activities, and explains the reasons why the new strategic decision was made. Rapert and Wren (1998) find that organizations where employees have easy access to management through open and supportive communication channels outperform those with more restrictive communication environments. Effective communication is a fundamental requirement for any effective strategy implementation. Organizational communication plays an important role in training, knowledge acquisition and applied learning during the process of implementation. In fact, communication is vital in every aspect of strategy implementation, as it relates in to the organizational context, organizing processes and the implementation objectives. 5. Implementation Tactics Nutt (1986) stipulates four types of implementation tactics used by managers in making planned changes: intervention, participation, persuasion, and edict. Intervention refers to strategy adjustments made during the implementation stage by introducing new practices and norms. Participation includes formulating strategic goals and nominating a task force that can develop and propose the corresponding implementation options. Persuasion is the tactic which uses involved parties to convince the employees about the desired course of actions. The issuing of directives is the main focus of the implementation tactic edict. Lehner (2004) considers the implementation tactics as genuine organizational behaviour based on the assumption that implementation in general is dependent on the environment, and various strategic and corporate variables. 6. Consensus Nielsen (1983) notes that firms must achieve consensus both within and outside their organization in order to successfully implement business strategies. The consensus about a firms strategy may differ across the operation channels within the company. If the employees of the company are not on the same information level or if information passes through many layers in the organization, a lower level of consensus would result. This lack of shared understanding may create obstacles to successful strategy implementation.(Noble, 1999b). Floyd and Wooldridge (1992a) label the gulf between strategies conceived by top management and awareness at lower levels as implementation gap. Strategic consensus is the agreement between the top, middle, and lower-level managers on the fundamental policies of the organization. Strategic decisions are initiated by a team of top managers and then mandated to the rest of the organization, overlooking the importance of securing consensus with and commitment to the organizational strategy with the lower level employees, which is a big barrier for effective strategy implementation. 7. Commitment Strategy implementation process may fail if the strategy does not achieve support and commitment by the majority of employees and the middle management. Shared understanding without commitment would result in à ¢Ã¢â€š ¬Ã‹Å"counter effort and may negatively affect the organisational performance. The understanding between middle management and those at the operational level to that of the top management teams strategic goals is of prime importance to successful implementation. Noble Mokwa (1999) have put forward three dimensions of commitment that are central factors which directly influence strategic outcomes: organizational commitment, strategy commitment and role commitment. Organizational commitment is the extent to which a manager identifies with and works toward organization-related goals and values. Strategy commitment is the extent to which a manager comprehends and supports the goals and objectives of an implementation strategy. Role commitment is the extent to which a manag er is determined to perform his individual implementation responsibilities, regardless of his personal beliefs about the overall strategy. 8. Organisational Structure The type of strategy adopted could differ in many ways and have different requirements regarding an adequate organizational structure. Factors relating to the organizational structure are the second most important implementation barrier according to Heide GrÃÆ' ¸nhaug Johannessens (2002) study. Drazin and Howard (1984) stipulate that a proper alignment of the strategy with the organisational structure is an important pre-requisite for successful implementation of a corporate business strategy (Noble, 1999b). They note that changes in the competitive environment require adjustments to the organizational structure. If an organisations realignment strategies are lacking, it may exhibit poor performance and be at a major competitive disadvantage. 9. Administrative Systems Roth, Schweiger Morrison (1991) study suggests that organisational business units make use of three administrative mechanisms which are formalization, integrating mechanisms, and centralization, to create operational capabilities of configuration, managerial philosophy and coordination, to support business strategy implementation. Some researchers have also focused on the control systems which are one of important ingredients of administrative systems (Drazin Howard, 1984; Nilsson Rapp, 1999). Drazin and Howard (1984) discuss about the role of formal control system in the process of strategy implementation, and suggest that the fluidity of control system contribute to strategy implementation (Noble, 1999b). RESEARCH DESIGN AND METHODOLOGY This part of the project report would focus on the research design and methodology adopted to carry out the research of the issue chosen which is the factors influencing strategy implementation. The following literature would highlight the components of the research paradigm chosen to accomplish the study. This section of the project report would provide a detailed rationale on how the study would achieve the research objective put forth in the title. This part would explain the methods of data capture used and the issues which would arise in gathering the required information along with the analysis and the interpretation techniques employed to achieve the research aim. Limitations would be included in the following report to make the reader aware of the shortcomings of the chosen methodology; the relevant ethical issues would also be discussed in the proposed research design along-with the resources required to complete the proposed research. The choice for the research methodology adopted is in congruence with the strategic issue chosen for the research proposal. The selection criteria to choose articles for inclusion in the research analysis: The articles which contain the keywords strategy implementation or strategy execution have been included in the literature .From this; further articles were identified using the references sections of the previously retrieved articles. In this way, the report also includes the articles which treat strategy implementation as one of the major subjects even if their title or keywords did not include the terms strategy implementation or strategy execution. As a final selection criterion it was checked whether the articles explicitly discuss factors impeding or enabling strategy implementation success. Data Collection Secondary Sources In order to identify the factors that enable or impede effective strategy implementation, the report has analysed relevant academic, peer reviewed journals such as the Strategic Management Journal, the Academy of Management Journal, the Journal of Management Studies, Long Range Planning, Journal of Management, Academy of Management Executive, Human Relations, Sloan Management Review, Journal of Marketing, etc. using the literature databases of EBSCO Host, ProQuest ABI, Science Direct, JSTOR and Wiley Interscience. Information has also been sourced from Google Scholar and books, newspapers, trade journals, industry portals, government agencies, trade associations, monitoring industry news and developments. The research data would be collected in different organisations or units of an organisation. The organisations were mainly professional service organisations, from both public and private sector. For example, finance, insurance and telecommunications companies, and government departments would be included. The size of the units under study would be 100 to 500 employees. The study would be qualitative in nature, main research method being semi-structured interviews. Primary Sources and Sampling In each organisation or unit, representatives would form three groups, namely the top management, middle management, and lower level personnel, would be interviewed using the questionnaire provided below. Altogether twenty-five interviewees per organisation would be randomly chosen: 2-5 persons representing the top management level, 4-13 persons the middle management level, and 8-17 persons from the lower level personnel. The interviewees would be chosen randomly, ensuring however that different tasks, work groups, and departments were represented equitably. The general topic of the interviews would be strategy implementation. During the interviews, the interviewees would fill out questionnaires, in which they would evaluate the various problem statements. The questionnaire has been given below: Q1. How do you define the concept of strategy implementation? Q2. What kind of issues would you associate strategy implementation with? Q3. How do you participate in the strategy implementation process? Q4. How are the policies pertaining to strategy implementation communicated within the different levels of the organization? Q5. Describe your own role in the process of strategy implementation. Q6. Evaluate the degree of the strategy implementation problems in your organisation. Data Access Issues Some data access issues might arise in the research journey, which could be the unwillingness of the employees to participate in the planned interviews hampering the information gathering capabilities of the subsequent research report along-with lack of co-operation from concerned companies which might not give permission to carry out interviews with its employees fearing a possible leak of its corporate strategy to its competitors. Also finances required for the successful completion of the information gathering process might not be adequate. Data Analysis The results of the questionnaires would be assessed, as well as the comments of the interviewees for the statements would be analysed. The main data analysis method employed would be content analysis of the interviews. The transcribed interviews would be coded accordingly to the central issues of the research. The analysis method would include historical trend analysis and linear regression analysis using software tools, judgmental forecasting, and conjoint analysis. Limitations of the Research Design The approach in conducting the literature review has shortcomings which should be acknowledged. The following are the limitations in the methodology adopted. Collection of articles has been carried out by relying on the databases of EBSCO Host, Science Direct, JSTOR, Wiley Inter Science and ProQuest ABI and the report thus may have overlooked some critical viewpoints on strategy implementation included in monographs or specialists books. Some selective articles in the review, however, rely heavily on concepts from advanced books on corporate strategy thus making up for the shortcoming to a certain extent. The articles have been located using the keywords strategy implementation and strategy execution. This procedure of gathering articles may omit some important articles. The report also excludes some very specific strategy implementation contexts, such as post-merger integration implementation. The research has discovered that most of the conducted studies in the subject focus on the influence of middle managers on strategy implementation. There is no special research relating to lower management and non-management, even if several authors have stated that it is important to consider their effects on strategy implementation as well. Another major research challenge incudes, a lack of understanding between the relationships among the nine reviewed factors, for example, there are major disagreements about the relationship between the variables of communication, commitment and consensus which the report fails to highlight. Also a limiting factor is that there are very few studies that systematically examine how different organizational units and strategy levels can influence strategy implementation, which the report has not included. Strategy implementation involves many theories including agency theory, social learning theory, expectancy theory, organization theory and social system theory. Because of the limited word count it was not feasible to include such theories in the text presented which is also a shortcoming. The lists of journal articles selected are not comprehensive enough, as many other issues could potentially affect strategy implementation. Such other factors, however, are less mentioned or not analysed in-depth, as many of them are also hard to control and modify. Research Ethics For research to be carried out successfully there are many ethical issues that need to be taken into consideration. It is very important to secure the permission and interests of all the people involved in the study. The people involved would be given assurance that any information obtained during the interview process would not be misused as this is the moral responsibility which would be maintained towards the participants. It is the duty of this research to protect the rights of the participants of the study as well as their privacy and sensitivity. The confidentiality of those involved in the observation would be maintained at all times, keeping their anonymity and privacy secure. Resources required for effective research The resources required to carry out the proposed research would require the support and co-operation of the supervisor in charge so as to provide guidance for submitting an effective research analysis report. Also would require permission from the industries chosen for the study of the research issue and the co-operation of its employees for conducting interviews. Adequate financial support would also be required to assist in the completion of the proposed research analysis report to cover the cost of commuting and resultant transportation fares. TIMETABLE TASK SELECTION OF INDUSTRIES FOR RESEARCH FOCUS DAYS 1-5 6-10 10-15 16-20 21-25 25-30 LITERATURE REVIEW/ CRITICAL ANALYSIS OF SECONDARY SOURCES OF DATA INTERVIEWING PROCESS INDEPTH STUDY OF VARIOUS SOURCES ASSESSING RESOURCE FOR CONCEPTUAL FRAMEWORK COLLECTION OF SECONDARY SOURCES OF DATA DEVELOPMENT OF RATIONALE FOR STUDY FINALLY FORMULATED RESEAERCH PROPOSAL

The History of Apartheid in South Africa :: essays research papers

The History of Apartheid in South Africa South Africa is a country blessed with an abundance of natural resources including fertile farmlands and unique mineral resources. South African mines are world leaders in the production of diamonds and gold as well as strategic metals such as platinum. The climate is mild, reportedly resembling the San Francisco bay area weather more than anywhere in the world. South Africa was colonized by the English and Dutch in the seventeenth century. English domination of the Dutch descendents (known as Boers or Afrikaners) resulted in the Dutch establishing the new colonies of Orange Free State and Transvaal. The discovery of diamonds in these lands around 1900 resulted in an English invasion which sparked the Boer War. Following independence from England, an uneasy power-sharing between the two groups held sway until the 1940's, when the Afrikaner National Party was able to gain a strong majority. Strategists in the National Party invented apartheid as a means to cement their control over the economic and social system. Initially, aim of the apartheid was to maintain white domination while extending racial separation. Starting in the 60's, a plan of ``Grand Apartheid'' was executed, emphasizing territorial separation and police repression. With the enactment of apartheid laws in 1948, racial discrimination was institutionalized. Race laws touched every aspect of social life, including a prohibition of marriage between non-whites and whites, and the sanctioning of ``white-only'' jobs. In 1950, the Population Registration Act required that all South Africans be racially classified into one of three categories: white, black (African), or colored (of mixed decent). The coloured category included major subgroups of Indians and Asians. Classification into these categories was based on appearance, social acceptance, and descent. For example, a white person was defined as ``in appearance obviously a white person or generally accepted as a white person.'' A person could not be considered white if one of his or her parents were non-white. The determination that a person was ``obviously white'' would take into account ``his habits, education, and speech and deportment and demeanor.'' A black person would be of or accepted as a me mber of an African tribe or race, and a colored person is one that is not black or white. The Department of Home Affairs (a government bureau) was responsible for the classification of the citizenry. Non-compliance with the race laws were dealt with harshly. All blacks were required to carry ``pass books'' containing fingerprints, photo and information on access to non-black areas.

The Industrial Revolution Essay -- History Historical Work Essays

The Industrial Revolution Introduction to the Revolution The Industrial revolution was a time of drastic change marked by the general introduction of power-driven machinery. This change generally helped life, but it had its disadvantages as well. Pollution, such as Carbon Dioxide levels in the atmosphere rose, working conditions declined, and the number of women and children working increased. The government, the arts, literature, music, architecture and man's way of looking at life all changed during this period. Two revolutions took place. The first Industrial Revolution was based upon the cotton industry. Most of the inventions made during that period were mainly for manufacturing and producing cotton. John Kay, an English weaver invented the flying shuttle, a product that could cut cotton twice as fast. When other inventors saw what Kay had made, they wanted to do the same. One problem still remained. Yarn was not being fed fast enough through the weaver, but in 1769, two new inventions solved the problem. The spinning jenny and the water-powered frame, both of which fed yarn through the flying shuttle faster. Cleaning the cotton was a boring and time consuming job, so in 1793, Eli Whitney invented the cotton gin. The gin cleaned cotton up to 50 times faster than a human could. The Steam Engine The first steam engine was patented in 1769. Invented by James Watt, this steam engine was a combination of previous made engines. The first important development by Watt was a separate cylinder for the steam to exit. Another special design in Watt’s steam engine was that it used atmospheric pressure instead of steam pressure. The Assembly Line The Assembly Line, often attributed to Henry Ford, was a brilliant idea, which allowed items to be produced at a less expense, and at a faster rate. The principle behind the assembly line was that a worker would stand in one place, a belt would bring the pieces or goods to the worker and he or she would simply perform a task such as putting a bolt in or assembling a piece. Then, the item would go on its way by means of the belt to the next worker, who would perform the next task. The assembly line worked, and actually made things such as automobiles, previously too expensive for the average family, to now be affordable. England’s Economy Before the Revolution Before the first i... ...ife Changed During The Industrial Revolution Life drastically changed during the industrial revolution. People were living in germ infested, crowded and very unhealthy conditions, much like the places where they work. Women and children worked in harsh conditions for almost whole days and only received little pay. The British Parliament stepped in and limited child labor. This sparked a revolt. People, especially wealthy capitalists, wanted the government to stay out of its issues, called the laissez-faire system5. Many people opposed the laissez-faire system, saying the capitalists would gain too much power and people would be mistreated. The laissez-faire system was disregarded after a few years. Conclusion In Conclusion, all of the information above shows that the Industrial Revolution did change the jobs of today. During the Industrial Revolution, inventions such as the Cotton Gin and the Steam Engine were brought about. The Industrial revolution brought on more technology, wealth and power, but at what consequence? The people were living in filth, working unthinkable hours and being paid very little. The revolution shaped modern society to what it is today. The Industrial Revolution Essay -- History Historical Work Essays The Industrial Revolution Introduction to the Revolution The Industrial revolution was a time of drastic change marked by the general introduction of power-driven machinery. This change generally helped life, but it had its disadvantages as well. Pollution, such as Carbon Dioxide levels in the atmosphere rose, working conditions declined, and the number of women and children working increased. The government, the arts, literature, music, architecture and man's way of looking at life all changed during this period. Two revolutions took place. The first Industrial Revolution was based upon the cotton industry. Most of the inventions made during that period were mainly for manufacturing and producing cotton. John Kay, an English weaver invented the flying shuttle, a product that could cut cotton twice as fast. When other inventors saw what Kay had made, they wanted to do the same. One problem still remained. Yarn was not being fed fast enough through the weaver, but in 1769, two new inventions solved the problem. The spinning jenny and the water-powered frame, both of which fed yarn through the flying shuttle faster. Cleaning the cotton was a boring and time consuming job, so in 1793, Eli Whitney invented the cotton gin. The gin cleaned cotton up to 50 times faster than a human could. The Steam Engine The first steam engine was patented in 1769. Invented by James Watt, this steam engine was a combination of previous made engines. The first important development by Watt was a separate cylinder for the steam to exit. Another special design in Watt’s steam engine was that it used atmospheric pressure instead of steam pressure. The Assembly Line The Assembly Line, often attributed to Henry Ford, was a brilliant idea, which allowed items to be produced at a less expense, and at a faster rate. The principle behind the assembly line was that a worker would stand in one place, a belt would bring the pieces or goods to the worker and he or she would simply perform a task such as putting a bolt in or assembling a piece. Then, the item would go on its way by means of the belt to the next worker, who would perform the next task. The assembly line worked, and actually made things such as automobiles, previously too expensive for the average family, to now be affordable. England’s Economy Before the Revolution Before the first i... ...ife Changed During The Industrial Revolution Life drastically changed during the industrial revolution. People were living in germ infested, crowded and very unhealthy conditions, much like the places where they work. Women and children worked in harsh conditions for almost whole days and only received little pay. The British Parliament stepped in and limited child labor. This sparked a revolt. People, especially wealthy capitalists, wanted the government to stay out of its issues, called the laissez-faire system5. Many people opposed the laissez-faire system, saying the capitalists would gain too much power and people would be mistreated. The laissez-faire system was disregarded after a few years. Conclusion In Conclusion, all of the information above shows that the Industrial Revolution did change the jobs of today. During the Industrial Revolution, inventions such as the Cotton Gin and the Steam Engine were brought about. The Industrial revolution brought on more technology, wealth and power, but at what consequence? The people were living in filth, working unthinkable hours and being paid very little. The revolution shaped modern society to what it is today.

Standard of living :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Out of the U.S., Japan, and China, I think Japan has the best standart of living. The first reason is their health. Life expectancy is how long the people of that country live, or the quality of their health. In Japan, females live to be 83.45, and males live to be 77.13. In the United States, females live to be 79.75, and males live to be 73.04. In China, females live to be 71.9, and males live to be 68.82. Another important factor in health is number of hospital beds. The numer of hospital beds is the access to health care for serious problemes. In first again Japan has one hospital bed for every 74 people. In the China, there is one hospital bed for every 242 people. In the United States, there is one hospital bed for every 243 people. The last thing that proves Japan has the best health is infant mortality rate. This indicates better quality of pre-natal and post-natal care. In Japan 4.05 out of 1000 babies die before their first birthday. In the U.S., 6.67 out of 1000 babies die before their first birthday. In China, very sadly, 41.14 out of 1000 babies die before their first birthday. Another indicator that a counrty has a better standard of livin is a population growth indicator. Population growth determines if a country needs to do something about its population. Population growth rate is how fast a country's population. Japan has a population growht rate of .181%, which is very good. The U.S. has a population growth rate of .55%. And China has a population growth rate of .939%. Another part of population growth indicators is what percent of the population is under 15. Japan is at 14.8%, the U.S. is at 21.2%, and China is at 25.4%. Another indicator of standard of living is access to adequate diet. This is the same thing as infant mortallity rate. Japan is 41.14 out of 1000, the U.S. is at 6.67 out of 1000, and China is at 4.05 out of 1000. Another thing that proves Japan has a better standard of living is education. Years of compusory education is how many years a person is required to go to school. Japan requires 10 years. China and the U.S. require 9 years. Literacy rate is what percent of the population has access to knowledge so they can to basic reading, math, and reading.

Celestial Sphere Essay

Celestial Sphere:What we see, it contains the stars, planets, Sun, and Moon Celestial Equator- the imaginary line that divides the planet into Northern and Southern hemispheres. The celestial equator is a similar imaginary circle around the celestial sphere, also known as the visible universe. The celestial equator divides the visible universe in two, creating the Northern and Southern celestial hemispheres. This helps us locate celestial bodies. Ecliptics -an imaginary line on the sky that marks the annual path of the sun. It is the projection of Earth’s orbit onto the celestial sphere. Besides define the path of the sun, the ecliptic marks the line along which eclipses occur, the moon and planets and asteroids wander, the Zodiac constellations live. The ecliptic is even the starting point for the celestial coordinate system used by astronomers to pinpoint the location of every star, nebula, and galaxy. Meridian-a great circle of the earth passing through the poles and any given point on the earth’s surface. The half of such a circle included between the poles. Astronomy. the great circle of the celestial sphere that passes through its poles and the observer’s zenith. A point or period of highest development,greatest prosperity,or the like. an of the path way sin the body along vital energy flows. Zenith-The point on the celestial sphere that is directly above the observer. The upper region of the sky.The highest point above the observer’s horizon attained by a celestial body. Nadir-the point of the celestial spherethat is directly opposite the zenithand vertically downward from the observer Celestial Poles-Either of two diametrically opposite points at which the extensions of the earth’s axis intersect the celestial sphere. Either of the two points at which a northward or southward projection of the Earth’s axis intersects the celestial sphere. The north and south celestial poles are analogous to Earth’s geographic poles and are used in determining right ascension in the equatorial coordinate system. Depending on which hemisphere an observer is in, the stars and other celestial objects appear to revolve once around the north or south celestial pole every 24 hours, an effect produced by the rotation of the Earth on its axis. Because of the precession of Earth’s axis, the celestial poles gradually shift position in the sky over a nearly 26,000-year cycle. Solstices-As the Earth travels around the Sun in its orbit, the north-south position (declination) of the Sun changes over the course of the year due to the changing orientation of the Earth’s tilted rotation axes with respect to the Sun. It is this change in the position of the sun that is responsible for seasons. Solstices occur when Sun reaches maximum offsets from the equator projected on the sky . This offset corresponds to thetilt angle of Earth’s rotational axis with respect to its orbital plane, called the Earth’s obliquity.either of the two times a year when the sun is at its greatest distance from the celestial equator: about June 21, when the sun reaches its northernmost point on the celestial sphere, or about Dec. 22, when it reaches its southernmost point. Either of the two points in the ecliptic farthest from the equator. †¢Equinoxes-Either of the two points on the celestial sphere where the ecliptic(the apparent path of the Sun) crosses the celestial equator. The point at which the Sun’s path crosses the celestial equator moving from south to north is called the vernal equinox. The vernal equinox marks the zero point in both the equatorial and ecliptic coordinate systems; horizontal angular distances are measured eastward from this point. The vernal equinox is also known as the first point of Aries because when first devised some 2,000 years ago this point occurred at the beginning of Aries in the zodiac. The point at which the Sun’s path crosses the celestial equator moving from north to south is called the autumnal equinox. †¢Longitude-Lines of longitude, called meridians, run perpendicular to lines of latitude, and all pass through both poles. Each longitude line is part of a great circle. There is no obvious 0-degree point for longitude, as there is for latitude. Throughout history many different starting points have been used to measure longitude. By international agreement, the meridian line through Greenwich, England, is currently given the value of 0 degrees of longitude; this meridian is referred to as the Prime Meridian. Longitude values are indicate the angular distance between the Prime Meridian and points east or west of it on the surface of the Earth. †¢Latitude-A line connecting all the points with the same latitude value is called a line of latitude. This term is usually used to refer to the lines that represent values in whole degrees. All lines of latitude are parallel to the Equator, and they are sometimes also referred to as parallels. Parallels are equally spaced. There are 90 degrees of latitude going north from the Equator, and the North Pole is at 90 degrees N. There are 90 degrees to the south of the Equator, and the South Pole is at 90 degrees S. When the directional designators are omitted, northern latitudes are given positive values and southern latitudes are given negative values. †¢Right Ascension-The azimuthal angle at which the hour circleof a celestial object is located. The rotation axis taken as the direction of the celestial pole. Right ascension is usually measured in units of time (hours, minutes, and seconds), with one hour of time approximately equal to 15 ° of arc (360 °/24 hours=15 °/hour). †¢Declination-On the celestial sphere, the position of a celestial object north or south of the celestial equator. Declination is measured in degrees along a great circle drawn through the object being measured and the north and south celestial poles, with positive values north of the celestial equator and negative values south of it, so that the equator itself is 0 ° and the north and south celestial poles are +90 ° and -90 ° declination respectively the angular distance of a celestial body north or to the south of the celestial equator; expressed in degrees; used with right ascension to specify positions on the celestial sphere

The Characteristics that Maintains Quality Culture

6 XSTICS THAT MAINTAINS QUALITY CULTURE I believe most of the company’s have following 6 rules or characteristics that makes a good culture to work with. The seven characteristics are as follows: 1. Expectations :- Each every employerworking  in a company has its own expectations from the company. The company’s culture mostly  depends on  the fulfillment of the employers expectations. Its better to go for excellence and work in such a way that you should be criticized for showing lack of initiative. . Rules :- Generally each and every company has its own do’s and don’ts. Its better for an individual to follow those do’s and don’ts because if they are not followed it’s a  black mark  on the individual character. 3. Interactions :- Generally  employees working  together are  human beings. Every human being should have a attitude of gratitude. For a friendly environment to work on every individual must have some sort of ap preciation for the others.Even it deals with the way how a individual interacts with the Boss and the  management. 4. Dress Code  :- Generally  Dress Code  is what shows personality of an individual. A good wardrobe generally makes it easy for an individual to grow and to show  leadership qualities. So be in  proper attire. 5. Be Fast :- Generally every organization has a very fast paced environment. Many of the individual tasks are deadline-driven. So its better to be in pace with the company’s requirement. . Competitiveness :- Competition, Competition, Competition †¦. This is what you will find everywhere. If you are in a reputed company or an organization than maintaining a culture you must be competitive with the others in every  field. Doing task at a fast paced , learning from experience , finishing most of the projects in a small time shows that you are a competitive person among others. For more of such hot topics read my other posts here :