Essay on Walt Disney the American Hero - 1365 Words

Walt Disney the American Hero nbsp;nbsp;nbsp;nbsp;nbsp;Walt Disney; When that name is spoken faces of children and adults alike light up with looks of sheer joy. When debating what to see at the movies the newest Disney flick is almost always decided upon over the others. With Disney people are 100 percent sure to walk out of the theater happy and smiling. From the catchy theme songs to the thrilling theme parks Disney has built the fantasy empire. Although he built the fantasy world Disney was not a man who walked around with his head in the clouds. He used his animation and film making skills to not only make fantastic movies but to also bring joy into times of war, fun into times of education, and excitement into times of vacation†¦show more content†¦Along with music and art, Disneys school taught such things as theater design, cinematography, sculpture, ceramics, and fashion design(www.tudlp.org Walt Disney Biography). Although many Americans have grand dreams very few follow through with them to th e extent that Disney did. While in the midst of building his school Disney said quot;Its the principle thing that I hope to leave when I move on to greener pastures. If I can help to provide a place to develop the talents of the future, I think I will have accomplished something(www.tudlp.org Walt Disney Biography).quot; His need for the advancement of education shows that Walt Disney was not a common man. It shows that he was in fact a man with the makings of an American hero. nbsp;nbsp;nbsp;nbsp;nbsp;Along with his serious Down to earth side Disney also lived part of his life in the realms of fantasy and imagination. His great love of fantasy and the great lack of family entertainment in America inspired Walt to build a theme park of his own. All of America thought that this time Disney had really gone crazy. As Disney once said about the reactions to his ideas for a park quot;Almost everyone warned us that Disneyland would be a Hollywood spectacular - a spectacular failure. But they were thinking about an amusement park, and we believe in our idea - a family park where parents and children could haveShow MoreRelatedAnalysis Of Walt Disney s The Happiest Place On Earth 1159 Words   |  5 Pages The Legend A man by the name of Walt Disney, is the ideal symbol of an American hero. Disney is known to bring inspiration and imagination into many of his productions. Disneyland, the happiest place on earth, was built by Disney in the late forties. As the founder of Walt Disney Company, and a producer, he has collected a record of fifty- nine nominations as an Academy Award winner, winning thirty-two awards, and still holding the record. 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A single Disney song can provide unity within a room of strangers, for they instantly have the schema to sing every word and feel nostalgic.Throughout history, Disney’s filmsRead MoreWalter Elias Disney, known by many as â€Å"the man behind the mouse† , was one of the most known people1500 Words   |  6 PagesWalter Elias Disney, known by many as â€Å"the man behind the mouse†, was one of the most known people of the 20th century. He was both the dreamer and the do-er who brought his imagination to life through his determination and hard work. Walt Disney became the next Leonardo DaVinci – a significant, genuine artist that impacted society at heart. Disney was full of creativity and lived to share it with the world through his works of art. Although he is not alive today, he continues to impact our livesRead MoreWalt Disney : A World Without His Magic, Whimsy, And Optimism1641 Words   |  7 Pages2016 Walt disney Try to imagine a world without Walt Disney. 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I Honors, Mccormack / Ecker - 1080 Words

Friday, March 11, 2016 Tiffany Soto Philosophy I Honors, McCormack/Ecker Period 3 Papal Paper On April 19th, 2005, when the wisps of white smoke puffed from the chimney of Sistine Chapel, the Roman Catholic Church had their first German Pope since the 11th century. Joseph Aloisius Ratzinger, known as Benedict the XVI, is the two hundred and sixty-sixth Pope of the Roman Catholic Church. Joseph Aloisius Ratzinger was elevated to the papacy on April 19th the year 2005, due to the death of the beloved Pope John Paul the II. He is also the oldest to become Pope, since Pope Clement XII in 1730. Joseph Aloisius Ratzinger celebrated his Papal Inauguration Mass five days after being announced as the â€Å"new† Pope of the Roman Catholic Church. â€Å"Pope Benedict the XVI was very well known for his rigid views on Catholicism and topics such as birth control and homosexuality.† (Bio.com. AE Networks Television). Pope Benedict XVI renewed the position of the Roman Catholic Church against the use of birth control and contraception. The position is part of the panoply of Catholic pro-life teachings that also include opposition to abortion, euthanasia and bioethical practices, such as human cloning or embryonic research. Pope Benedict’s comments came on the fortieth anniversary of the encyclical, which originally announced the comprehensive teaching. Pope Benedict called the original encyclical An important document which addresses one of the essential aspects of the marital vocation

Causes of WWII Essay Example For Students

Causes of WWII Essay There are many thoughts of how World War II started, and infact most of them are true. Hundreds of little problems led upto what the world knows as the one of the most deadly of allwars. From strong minded politicians, to poor economicsituations, World War effected just about everyone in the world. Times were hard, people were unhappy about the end of World WarI, and many governments were left in shambles. The world onceagain was a ticking bomb or unhappy people. Ultimately, it wasso many unhappy people that led to World War II. The first obvious reason for the start of World War II, isthat the powers of countries were very ambitious. This ambitionled to a strong rise of Nationalism in their respectivecountries. The main problem with the ambition was that it wasspread throughout the world. From Japan, to Italy, andultimately to Adolf Hitler in Germany. These leaders onlyclaimed to make time for their countries better. Their intentwas for something more. They were looking for more and morepower. This led to immediate conflicts with other nations. Economic conditions was also another step to the beginningof WWII. The ambitious leaders were in their positions due topeople wanting a better country. The idea of a stronger andpowerful country made the poverty stricken citizens want theambitious leaders in office. The poverty that stretchedthroughout the world after WWI, also made the world want to bemade into a better place. People were looking to these powerfulpeople for survival. The leaders that they were putting intopower, acted as though they were going to help the general publicThe weak governments in Western Europe were extremelyinfluential in the start of the war. As new politicians werebeing elected the country began to rebuild. Production began togo up, and people became happy again. Once this began to occur,the new and extremely powerful leader really began to take thereins. Alliances between countries were made, and enemies werealso made. The need to be that strongest country plagued each ofthese new leaders mind until one of them was brave enough toachieve their goal. This ambition hurt the country, andWorld War II started sort of like a snowball. It began asone country trying to achieve to much, and eventually had theentire world trying to right the wrongdoing of other countries. If a person had realized what a problem these ambitious countrieswould be, who knows if there would have been a World War. All ofthe factors that contributed to the war were like layer in asnowball. One, after another, after another. The amount ofproblems eventually became so great that nothing could stop themBibliography:

The Roaring Twenties free essay sample

Roaring Twenties The Roaring Twenties was period of continual economic prosperity and the distinguishing artistic edge in cities during the sass throughout the united States. For the first time in a long time, Americans lived in cities, rather than on farms. America was turned into a consumer society with the Nations total wealth more than doubling between 1920 and 1929. There was a rise in wages and real income, easy credit and installment plan buying, and in mass advertisement.Jazz and dance rose in popularity, and the twenties are sometimes known as the Jazz Age because of all of the blues in New Orleans and Memphis, with artists such as Lie Armstrong and George Gershwin. The 1 us was a time of economic and cultural prosperity which helped the twenties become a Golden Age throughout United States history. The united States and Canada became more anta-lamination in viewpoint during this period. The American Immigration Act of 1924 Limited Immigration from countries where 2% of the total U. We will write a custom essay sample on The Roaring Twenties or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page S. Population, per the 1890 census, not counting African Americans, were immigrants from that country. The substantial incursion of Europeans that had come to America during the first two decades of the century slowed down. The sass brought new styles of music into the typical American culture. Jazz became the most popular form of music for young people and the flapper culture. Famous jazz performers and singers from the 1 sass include Louis Armstrong, James P. Johnson, and Being Crosby.Prohibition made illegal the manufacture, import and sale of beer, wine and hard liquor, but it did not make drinking Illegal. Americans continued desire for alcohol under prohibition led to the rise of organized crime as exemplified by AY Capons. Speakeasies became popular and abundant as the Prohibition years progressed and led to the rise of gangsters such as Lucky Lucian and Sam Macho. They commonly worked with associates to organized crime and liquor smuggling. While the U. S.Federal Government agents raided such places and arrested many of the smugglers, they rarely managed to get he big bosses. The sass were a period of significant change for women as well. The 19th amendment was passed in 1920, giving women the right to vote, and women began to pursue both family life and careers of their own. America began to create her own culture and people began to spend money on more leisure activities, and through economic, cultural, and musical prosperity, the roaring twenties are able to represent Americas Golden Age throughout history.

Mis at Tata Motors Essay Example

Mis at Tata Motors Essay Example Mis at Tata Motors Paper Mis at Tata Motors Paper Tata Motors Profile Established in 1945, Tata Motors is Indias largest automobile company, with revenues of Rs 24,000 crore (USD 5. 5 billion) in 2005-06. The company began manufacturing commercial vehicles in 1954 with a 15-year collaboration agreement with Daimler Benz of Germany. It is the leader by far in commercial vehicles in each segment, and the second-largest in the passenger vehicles market with winning products in the compact, midsize and utility vehicle segments. The company is the worlds fifth-largest medium and heavy commercial vehicle manufacturer. Areas of business Tata Motors product range covers passenger cars, multi-utility vehicles as well as light, medium and heavy commercial vehicles for goods and passenger transport. Seven out of 10 medium and heavy commercial vehicles in India bear the trusted Tata mark. The company developed Indias first indigenously developed light commercial vehicle, Indias first sports utility vehicle and, in 1998, the Tata Indica - Indias first indigenously manufactured passenger car. Within two years of launch, Tata Indica became Indias largest selling car in its segment. Commercial vehicle business unit The company has over 130 models of light, medium and heavy commercial vehicles ranging from two tonnes to forty tonnes, buses ranging from 12-seaters to 60-seaters, tippers, special purpose vehicles, off-road vehicles and defence vehicles. Passenger car business unit The companys passenger car range comprises the compact car Indica, the midsize Indigo and Indigo Marina in both petrol and diesel versions. The Tata Sumo, the Tata Safari and its variants are the companys multi-utility vehicle offerings. In addition to the growth opportunities in the domestic market, the company is pursuing growth through acquisitions. In 2004, it acquired the Daewoo Commercial Vehicle Company, Koreas second-largest truck maker, now named Tata Daewoo Commercial Vehicles Company. In 2005, Tata Motors acquired a 21-per cent stake in Hispano Carrocera, a reputed Spanish bus and coach manufacturer, with an option to acquire the remaining stake as well. Research and development Tata Motors invests approximately up to 2 per cent of its annual turnover on research and development, with an emphasis on new product / aggregates development and technology upgradation. Its Engineering Research Centre in Pune employs over 1,400 scientists and engineers and has Indias only certified crash-test facility and hemi-anechoic chamber for testing of noise and vibration. The company also draws on the resources of leading international design and styling houses like the Institute of Development in Automotive Engineering, SPA, Italy, and Stile Bertoni, Italy. The company has also been implementing several environmentally sensitive technologies in manufacturing processes and uses some of the worlds most advanced equipment for emission checking and control. Environmental responsibility Tata Motors has led the Indian automobile industrys anti-pollution efforts through a series of initiatives in effluent and emission control. The company introduced emission control engines in its vehicles in India before the norm was made statutory. All its products meet required emission standards in the relevant geographies. Modern effluent treatment facilities, soil and water conservation programmes and tree plantation drives at its plant locations contribute to the protection of the environment and the creation of green belts. Exports Tata Motors vehicles are exported primarily to Europe, Africa, the Middle East, South and South East Asia and Australia. The company also has assembly operations in Malaysia, Bangladesh, Ukraine, Kenya and Russia. Over the years, the company has received more than 50 awards from the government of Indias Engineering Export Promotion Council, for its export initiatives. While currently about 14 per cent (as on March 31, 2005) of its revenues are from its international business, the company intends to increase its international business through organic and inorganic growth routes. Associates Tata Motors has made substantial investments in building associate and subsidiary companies that complement and support its business activities. These include: Tata Daewoo Commercial Vehicle Company, manufactures heavy trucks ranging from 15T GVW to 45T GVW. Tata Motors acquired this company in March 2004. Tata Cummins, a joint venture with Cummins, USA, manufactures Cummins engines for Tata Motors. Telco Construction Equipment Company, a joint venture with Hitachi Machinery Company, Japan, is engaged in the manufacture and sale of earthmoving machinery and construction equipment such as hydraulic excavators, cranes and wheel-loaders. Tata Technologies, provides IT support in the areas of engineering design, development and validation, business information systems and ERP systems. HV Axles, manufactures axles for Tata Motors medium and heavy commercial vehicles. HV Transmissions, supplies gearboxes for the companys medium and heavy commercial vehicles. Tata Holset, a joint venture between Holset Engineering Company, UK, a wholly-owned subsidiary of Cummins Engine Company, USA and the Tatas (Tata Motors, Tata International and Tata Industries are shareholders). Incorporated in 1994, this company manufactures turbochargers for engines made by Tata Cummins as well as other auto manufacturers. TAL Manufacturing Solutions, manufactures painting systems, welding lines, material handling systems and robotics. It also develops factory automation solutions and provides consultancy services in the field of manufacturing processes and factory layouts. Concorde Motors (India): Retails Tata Motors range of passenger vehicles. Tata Precision Industries, Singapore and Tata Engineering Services, Singapore, are engaged in the manufacture of high precision tooling and spare parts, and warehousing, respectively. Nita Company, Bangladesh, is engaged in the assembly of Tata vehicles for the Bangladesh market. Awards Tata Motors has been chosen as Indias Most Trusted Brand in cars in a Readers Digest-AC Nielsen consumer survey in 2006. Tata Motors mini-truck, Ace, which has created an all-new category in the commercial vehicles market, received the BBC-Top Gear Design of the Year 2006. The companys Starbus low-floor city bus and the Novus heavy truck were adjudged second and third respectively. For the second consecutive year, Tata Motors was rated by Auto Monitor as the Commercial Vehicle Manufacturer of the Year for 2006. The Commercial Vehicle Business Unit won the CII-Exim Bank Award for 2005 for Business Excellence, for being a role model of excellence in management. The award particularly recognises excellence in the management of quality as a fundamental process. The two divisions of the company also won the Tata Groups JRD QV Awards for Business Excellence in 2005. The Jamshedpur plant and the car plant at Pune received the Union Ministry of Powers National Energy Conservation Award, which recognise significant initiatives to reduce energy intensity and improve energy efficiency. The Jamshedpur plant won the award for the fourth year in a row. The Commercial Vehicle Business Unit and the Passenger Car Business Unit also received the CIIs National Award for excellence in energy management. The Foundry Division at the Pune plant received the Gargi Huttenes Albertus Green Foundry of the Year Award. Locations Tata Motors has manufacturing plants at Jamshedpur (eastern India), Pune (west), and Lucknow (north) as well as a nation-wide sales, service and spare parts network focused on providing users with easy-access service solutions. Source: tatanagar. com/about-city/industries/tata-motors. html The companys growing pains. TATA Motors use a manual dealer management system, where every dealer managed details. With legacy-based systems, the environment produced inconsistent data, making interpretations difficult and resulting in inefficient planning for capacity and spare parts. The basic challenge was to provide a Dealer Management System (DMS) solution. All in all, TATA Motors required a standardised solution that would provide them with: Increase in sales and profitability by easy management. Improved accuracy of dealer-captured information. Collaboration between vehicle manufacturers and dealers. A strong feedback mechanism and interface for communicating with customers. The IBM solution. TATA Motors chose IBM as its partner to provide an infrastructure solution. IBM created a Siebel solution to provide a DMS solution for TATA Motors and then provided a reliable and scalable IT infrastructure for developing and deploying its DMS application. The result Motoring is childs play. The IBM solution has simplified the IT infrastructure for TATA Motors. The benefits include low total cost of ownership, a more comprehensive view of customers, enhanced customer experiences and improved loyalty. With reengineered business process, the company can also analyse customer interactions and other information more accurately, improve capacity planning and increase profitability. The new infrastructure from IBM also gives the company a foundation to accommodate rapid future growth and ever-changing demands from the market place. Source: http://www-07. ibm. com/in/casestudies/case_tata_motors. html | October 2007 | Dhruv Tanwar| Where relationships matter| By making a success of connecting to dealers and customers, Tata Motors has got into cruise control in a critical sphere of its business| ; p; Given that the customer is king (or queen), it would be logical to presume that establishing - and nurturing - a relationship with such royalty is a priority for enterprises looking to sell a product or service. Fact is, it may be a priority but organisations rarely pay more than lip service to what goes by the grandiose nomenclature of customer relationship management. For Tata Motors, though, this has always been an imperative. It made eminent sense for India’s premier automobile company - with over 1 million customers, 22,000 employees and a geographically fragmented business that operates out of 1,600 locations in a notoriously cyclic business environment - to put many eggs in the relationship management basket. But this was an idea cooked in the cauldron of adversity. Tata Motors got started on what it has tagged the customer relationship management-dealer management system (CRM-DMS) at the turn of the millennium, when it was battling to regain relevance at a difficult time in its history. That’s when it realised that survival in the auto business depended on managing its relationships with its customers, dealers and anyone else who had a deep connection with the mother company. This was no mean task, considering the scale and complexity of the issues involved. Two parameters - customers, and their interface with the company, the dealers - were the critical links in a complex chain that Tata Motors had to deal with. The solution led to the emergence of Tata Motors’ integrated CRM-DMS, which is today the largest such application in the automobile industry worldwide, linking to more than 1,200 dealers across India and tracking the needs of some 25,000 customers. Tata Motors had no standard or benchmark to model its solution on when the relationship concept was first considered, back in 2002. The company realised that it had to look at the business in a fundamentally different way. Instead of selling to the customer, Tata Motors embarked on an ambitious programme to make its extended organisation get into the customer’s shoes and envision each little detail as if it was meant to serve him. | The challenge was taken on by over 40 cross-functional teams, comprising one member each from design, manufacturing, sales and marketing, and service. Based on the output of this ‘quality functional deployment’ exercise and customer satisfaction surveys, Tata Motors came up with the top 25 issues that it needed to address from the customer’s point of view. To standardise the sales process, the company broke it up into a four-part cycle: enquiry, warm prospect, hot prospect (industry terminology for potential buyers), and completion of sale and vehicle delivery. Using statistical analysis on the segmented data, the company was now able to predict its sales patterns. Once standardisation was carried out across the dealer network, results were visible almost immediately. Accurate sales forecasts, reduced inventory for the company and the dealer, and better production scheduling were only some of the benefits. A shorter delivery cycle for the customer was an important fringe advantage. Tata Motors then embarked on implementing a solution that also facilitated the free flow of information across the enterprise. It put in place a robust information technology platform in the form of an innovative dealer management system, which automated sales processes for its 1,600 dealer locations, allowing them more time to focus on the customer. Tata Motors chose Siebel for its CRM programme, which with its user-friendly interface simplified the process of training the company’s 15,000-plus dealer sales force. To support each dealer - who is actually a business partner representing the company with the end customer - Tata Motors involved dealers throughout the configuration and deployment process. | â€Å"Integrating the Siebel Automotive CRM with our system ensured that our dealers would immediately see the value in the solution,† says KR Sreenivasan, head of CRM and DMS. â€Å"This helped us overcome the usual resistance to change and gain rapid acceptance from our dealers. Its CRM-DMS initiative, which has cost Tata Motors about Rs35 crore to date, has enabled the company to connect with 1,200 dealers online (the number is expected to rise to 1,600 in the next few months) and has allowed it to monitor finances and inventory at the dealer level, and services, spares and complaints at the customer end. CRM-DMS has helped Tata Motors enormously in getting a firmer handle on its business. The system was implemented in three phases, the objective being to achieve success in one bef ore moving on to the next: * Phase 1 focused on capturing customer and vehicle data and automating routine tasks. In phase 2 this data was used to improve customer interactions and streamline product development and planning. * Phase 3, now underway, concentrates on tuning the system and delivering additional value-added services to customers. The CRM-DMS platform has been integrated with a wide array of back-office applications, including inventory management, fulfilment and parts location. Pricing and tax calculations can now be adjusted for each dealer’s requirements. The comprehensive sales and reporting functionality built into the Siebel solution allows Tata Motors to distribute sales targets directly to its dealers and roll up sales numbers across the country in real time. Tata Motors dealers are a happy lot, too. The dealer management system has meant a gross reduction in the amount of working capital needed to run their businesses. Transactions between the company and dealers, which earlier took up to 60 days, are now completed online and sealed in under seven days. Even the service bays at the workshops have happy stories to tell. The system-based job card enables the mechanic to follow a checklist and diagnose faults through a process of elimination of probable causes, slashing diagnosis time. Simultaneously, the stores manager uses the system-based job card to assort a basket of the spare parts needed to fix the fault, and they are ready for pickup even before the mechanic walks into the stores. With zero waiting times built into the service process, the system generates a dashboard for the workshop supervisor, indicating idle capacity and process times, and highlighting bottlenecks to optimise the use of service bays. The recent implementation of an SMS capability means that the system directly pings the customer when the job card is closed on the system and his vehicle is ready. The company can also now track each vehicle right through its operating lifetime, giving it valuable insights on product performance over time (earlier this was limited to the warranty period, after which scant information was forthcoming). â€Å"Overall, we have transformed our organisation and made it truly customer-centric,† says Sreenivasan. One of our first dealers to install the system doubled his sales volume in three months without the need for additional manpower. Another said that he can, for the first time, view his entire stock of vehicles and see how his inventory was ageing. †But, as the old cliche goes, the proof of the pudding is in the eating. The real reward comes from the customer. With a product line spanning commercial, utility, and passenger vehicles, Tata Motors is on the road to forgin g ever stronger relationships with the people who have bet their money on the company’s products. Source: tata. com/company/Articles/inside. aspx? artid=SZAxi/HHEQ4= Tata Motors supes up operations With rapid growth in both its domestic and international business, the vehicle manufacturer wanted to introduce a slew of products to cater to burgeoning demand. With a supplier relationship system that lacked transparency, accountability and was unable to scale- it was time for a change. Implementing a supplier relationship management system has helped Tata Motors fix things says Akhtar Pasha Probir Mitra, Senior General Manager-IT, Tata Motors could not stop smiling as his team recently won the SAP Award for Customer Excellence (ACE) 2007 for the best automotive sector implementation (Large Enterprises) for Supplier Relationship Management (SRM) and Warehouse Management. The implementation has redefined supplier processes and leveraged technology applications in warehouse operations conferring operating benefits. The project has helped the company increase the overall efficiency of its operations helping it expand into new markets- around the world and at home with new product rollouts. Mitra said, â€Å"IT is not desirable. IT is essential.† While SAP ERP was the foundation for the company’s transactional systems, it has built a strong platform and the SRM and Warehouse Management solution have helped it reach the market faster. Let’s look at the ERP implementation first in order to better understand the SRM and Warehouse Management solution and get a 360 degree snapshot of the entire implementation. The SRM system has helped reduce processing time for vendor payments from 48 to 24 hours. This reduction in vendor payment cycle time has enabled Tata Motors to get better terms and cash discounts in purchases- Probir Mitra Senior General Manager-IT, Tata Motors| The company’s manufacturing base is spread across Jamshedpur, Pune and Lucknow, supported by a nation-wide dealership, sales, services and spare parts network comprising over 2,000 touch points. Tata Motors was using functional and location-specific solutions developed in house. These solutions were built based upon local and individual perceptions and therein lay the rub. For example the Materials Management and Sales and Finance functions were on three different systems at Jamshedpur, Pune and Lucknow. Even the databases were different. Since these systems had been developed over long periods of time, they were on multiple platforms and therefore it was difficult to consolidate the data and merge it. Mitra explained, â€Å"Common and rationalized processes and practices across all organizational units were not enforced. Therefore, managing functions like HR, sales and finance across three manufacturing units spread across the country and their corporate office was tedious and time-consuming. Integrated functions like materials management and payment processing were separate entities, causing delays in individual transactions. This led to an unnecessary increase in overhead costs and duplicated efforts at each unit. † Tata Motors soon understood that it needed a unified real-time database that gave up-to-date information to all of its stakeholders- both internal and external. It had to move from legacy decentralized platforms to a consolidated enterprise platform and rationalize business processes across various units. This would give it an enterprise-wide perspective across process and IT infrastructure. The company could then serve its customers much better and faster, all the while reducing operational costs and cutting manufacturing cycle times. The company took the strategic decision to go in for a SAP ERP Solution with the goal of lowering customization and upgrade costs. Risks, which emanate from attrition or change of guard in the company, would also be minimized. â€Å"SAP has clear superiority in the market. It had a large presence, so we chose the SAP ERP R/3 solutions for our company. The results have definitely exceeded our expectations,† said Mitra. Tata Motors outsources its IT to Tata Technologies, which is a 100 percent subsidiary of the former. Tata Technologies became the implementation partner. In 1997, when the seed of implementation was sown, the WAN infrastructure in India did not permit a single server implementation. Hence a distributed server implementation was done in stages over a period of two years between 1998 and 2000. The SAP version used was 3. 1H. In August 2003, the company moved from SAP 3. 1H to 4. 6C on a single server platform. Today, there are 3,500 users across the country. Once R/3 was implemented, extensive rationalization of processes took place. Various business processes like materials, finance, logistics, etc. ere stripped down to their basic components and a lot of re-engineering had to be done, as all these processes became location-independent. Tata Motors also opted for the standard cost functionality, which was a significant business process change for the company. With the SAP ERP Solution in place, Tata Motors has experienced significant benefits in terms of productivity and cost control. The number of servers as well as the number of diff erent applications that run on them has been greatly reduced. Disaster recovery management is being done only for one entity rather than for every application. Non-value-add activities have been put on the back burner. The implementation of a single SAP instance forced a much required change in the organization. There is a significant reduction in inventories and better control over receivables and other forms of credit control. A shared services platform has also been created for IT and shared financial services. The financial consolidation time has been reduced to almost two weeks. The statutory compliance of quarterly closing of books and audit has been largely facilitated by SAP. Compliance activities have become more structured and easier to manage. SRM for accountability and efficiency Rapid growth in its domestic and international business led to the introduction of many new products. During the past four years, Tata Motors has launched about 55 new products in the commercial vehicle space alone. The company found itself supporting about 1,500 plus product variants, consequently transaction volumes increased exponentially. The increase in transaction volume strained and overstretched the infrastructure and human resources. The existing VCM system (Value chain Management; a homegrown Win dows-based system using an Oracle database) that managed supplier relationships could not scale up to meet the diversifying demands of the function as VSM was old technology. Mitra said, â€Å"The number of Goods Receipts Notes (GRN) increased significantly from 6,000 to 16,000. The time required for new projects is heavily dependent upon supplier collaboration. † For any tenders it took 20 to 60 days for approval of quotations from suppliers because a number of processes had to followed, there would be much iteration before a tender was cleared. As supplier management was fragmented it was difficult to do global spend analysis for all our plants and give advice to suppliers on total volumes. Additionally the vendor (supplier) bill payment system was not in place. Suppliers used to do 15,000 to 20,000 transactions per day and 80 percent of these were covered under the Bill Market Scheme (BMS), which was a invoice verification program that had to be complied manually. The vendor payment window was long (48 hours) and the company wanted to shrink this process. Now with SAP SRM, bill payment is done electronically. Scheduling agreement is done in R3 and schedule lines are created through MRP and transferred to the SRM system. A vendor accepts schedule lines and sends a confirmation through the SRM system and creates invoice details and the same are uploaded as ASN (Advance Shipping Notification) in the system. The ASNs are grouped by vendor into one or multiple consignment numbers with bar codes having consignment numbers and item details. The consignment is converted to inbound delivery in R/3 from the SRM. The vendor physically brings goods along with a consignment barcode printout to the gate of Tata Motors. For a given consignment, GRS will be created for the included ASNs. Stores are updated and quality checks carried out. Invoice verification is done by authorized users and those that match the Purchase Order and vendor invoice are directly posted and a payment list generated based upon payment terms. Mitra said, â€Å"The SRM system has helped reduce processing time for vendor payments from 48 to 24 hours. This reduction in vendor payment cycle time has enabled Tata Motors to get better terms and cash discounts in purchases. It has consequently reduced the manpower required for processing vendor payments in Tata Motors. The manual work has gone down by 60 percent. † For e. g. there has been a significant reduction in manpower deployed in the Materials Receiving function. A single bar code enables multiple supplier shipments reducing the goods receipt cycle time at the entry gate leading to a reduction in turnaround time for vehicles by 50 percent. The SAP solution has helped Tata Motors serve its customers better and meet all their needs. Since information is now available in real-time, they are able to respond quickly to their customers, vendors and suppliers. Previously, you had to pick up data from four different locations and consolidate it before you could update your customer. Now, we have up-to-date information about the customer right up to his last transaction,† said Mitra. The project began in November 2004 and went live in April 2005 for 1,100 vendors. The solution was rolled out to other vendors in all locations from April to June 2005 adding up to a total of 1,700 vendors. F lexibility in floor space; optimizing warehouse costs The company’s Spare Parts Division operates a number of warehouses across the country- it has regional warehouses in Gurgaon, Kolkata, Pune and Bangalore. The spare parts business is considered a strategic part of the company’s business. A study of the warehouse operations revealed that customer satisfaction levels were low because of poor order fulfillment. Many a time the customer was either under or over served and sometimes with the wrong products. To raise efficiency levels and revenue, the decision was taken to implement a RF-based Warehouse Management Solution (WMS). There were a couple of issues that the company wanted to sort out with a proper WMS. It’s goal was to reduce errors in order fulfillment, increase warehouse output and eliminate potential loss of sale. Mitra added, â€Å"We were wasting floor space and we wanted to optimize our warehouse costs. For example, we had to keep dedicated bins to stock all the materials in different locations within the warehouse. † If Tata Motors had 11,000 items, each of these had to be kept at a fixed location. In other words, if the company had 11,000 items then it would require that many locations to store them. Even if 40 percent of those items had zero stock a separate bin was allocated- leading to space being wasted. â€Å"We wanted a flexible approach for optimizing the floor space. With SAP WMS the fill rates are higher leading to less storage space [being required]. We have increased the throughput of warehouses by 40 percent. There is 100 percent accuracy in physical inventory. We are using Radio Frequency enabled Dynamic Binning (Put Away) that has eliminated manual procedures for tracking inventories,† added Mitra. The WMS project kicked off in January 2006 and went live that April. The Tata Technologies team that implemented the solution consisted of three functional consultants, one ABAP consultant and one Project Manager. The business team from Tata Motors comprised of a Project Manager and a Business Process Owner. The ASAP methodology was followed for this project. The SRM deployment has resulted in seamless integration with suppliers and streamlined the warehouse management at Tata Motors. The biggest benefit has been the creation of a large, unified database for the entire company. â€Å"Now anyone across the enterprise can just look in and easily find out what customers we have, who our suppliers and vendors are, what prices we offer, etc. It brought a synergy in purchasing by strategically sourcing critical components for the entire organization. This has resulted in strategic partnering with vendors with volume discounts,† concluded Mitra. Source: expresscomputeronline. com/20071029/management01. shtml In the Fast Lane IT usage in the auto sector is not just limited to MIS reports and financial accounting, but providing real time manufacturing support | Of late, technology has become imperative to run any decent-sized automotive industry; Whether it is a vehicle manufacturer or an auto components upplier, IT has found widespread usage in the sector. As one of the most mature verticals, the Indian automotive industry has for long used IT in various facets since the 1960s when IT usage was limited to data processing and technology including accounts processing, maintaining inventory transactions, records and related MIS. The focus then was on Batch Mode of operations. As one of the earliest adopters of IT, the a utomobile sector has always deployed the latest cutting-edge technology right from projecting the costs involved in doing business to using IT as an important tool to counter competition. The key drivers responsible for the increased adoption of technology in the automotive sector are the two Cscustomer and competition. The customer is the king here and the two Cs indicate the responsiveness toward the customer, whether proactive or reactive. For instance, if a company needs to be proactive, it also needs to understand the customer pain points and collate data from primary sourcesdealers and customers. A strong method of data collection is required, ie, when the customer walks into a showroom, it is imperative that all the relevant information is captured, which can be used later to define the customer requirements, says Hilal Isar Khan, CIO, Honda Motors. And this data collection can only be done with the enablement of systems to collect data in order to play with data to arrive at the management information system. This enables the management to chalk out a strategy in terms of product launch and product positioning. The second important driver is competition, ie, reducing the time to market. With growing cutthroat competition, companies are feeling the heat to penetrate newer markets. And this can only be achieved by shortening the product lifecycle, which, in turn, is possible if data is collated from suppliers in time. Cost reduction, too, is an important element in an industry where material costs assume a huge proportion of the total cost; it is the customer value which drives IT deployment. And this customer value, meanwhile, is linked to the changing expectations of the customer in an environment where he has a choice, says N Chandrasekaran, special director, Information Management Systems, Ashok Leyland. Driving IT Adoption The T of IT has found a place on the shop floor through control systems used with plant machinery while the I has been deployed in the back-office stage. In the early stages of IT infiltration, organizations used computers for payroll processing, financial accounting, resource management, procurement, and IT enabled MRP followed by integrated ERP, says N Chandrasekaran. Technology is an important tool to capture data from end-to-end transaction and this data is then used in supply chain, dealer, and finance management. | | | | I believe that benefits are much more than cost reduction and automationArvind Tawde, Group CIO, Mahindra Mahindra| We are able to design products much faster and are developing complex and advanced products using ITManish Gupta, head IT, Tata Motors| Agility is the name of the game and as an automotive company we constantly need to work on increasing agility Rajesh Uppal, CIO, Maruti Udyog| Customer value drives IT, and is linked to the changing expectations of the customerN Chandrasekaran, special director, Information Management Systems, Ashok Leyland | The key requirement in the automotive sector originates from the shop floor, which requires a lot of system support in terms of material planning, production planning, and quality control. But, most importantly, technology is used to define business strategy in such a way that business objectives are met and at the same time product quality is not compromised. Usage of technology is not just limited to offices generating a few MIS reports and doing the financial accounting but for providing real time manufacturing support for tracking inventory; planning procurement, planning production on the shop floor; tracking quality-related issues like vendor rejections, shop floor rejections, jigs and fixture tracking, defect analysis and quality improvement support systems, says Prabhakar Deosthali, consulting head, IT Solutions, Kinetic Communications (the IT arm of Kinetic Group). The demand of the automotive segment in terms of IT solutions can be broadly divided into three categoriesend-to-end ERP package for complete coverage of transactions within the enterprise; extended system for the ecosystem and partners like dealers (dealer management system) and suppliers (supplier collaboration system) and a supply chain management; and specific technology solutions that go into the manufacturing of cars, like Telematics solutions, navigation system, air bag system, key-less entry system, etc. Any automotive unit would also require IT support in terms of various systems including product development, manufacturing resources planning, inventory control, depot and branch operations, integration of the system with dealers and service centers, business intelligence systems for market analysis, real time interaction between the plant systems, and the business and MIS systems at the head office. Benefiting from IT Complex supply chain and end-to-end processeswith suppliers at one end and dealers, customers at the otherare seamlessly integrated and effectively manage using IT. I believe that these benefits are much more than cost reduction and automation, says Arvind Tawde, Group CIO, Mahindra Mahindra. The initial wave of IT adoption involved getting the end-to-end basic transaction systems in place, essentially the ERP. The opening up of the organizations boundaries to include partners like dealers and suppliers followed this up. The earliest IT initiatives were related to the optimization required on the shop floor. These initiatives, known as MRP (manufacturing resources planning), resulted in IT systems vendors offering solutions called MRP-I and MRP-II, says Deosthali. Even as dealers and suppliers have been connected individually to the companys enterprise system through dealer management system and material transaction system, the two (dealer and ERP and supplier and ERP) have been disjointed from each other. The focus is now on integrating dealers, suppliers, and enterprise systems into a seamless system and creating a real-time Web-based end-to-end system. Tata Motors, for instance, even connected its dealers online for all sales transactions including after-sales, thereby achieving greater market-related efficiency and higher customer satisfaction. Significantly, Tata Motors is the only company in the world where dealers work online on a common database shared with the OEM. It helps us capture market demand on a real-time basis and align supply chain accordingly, says Manish Gupta, head, IT, Tata Motors. Ashok Leyland, too, is not far behind when it comes to using the online medium for better dealer-supplier coordination with the main unit. While a Web-based portal is in place for supplier performance management, dealers can order their part requirements via the Web, says N Chandrasekaran. The dealer management systems are in the process of moving from a decentralized to a centralized architecture. Most of the auto companies are now looking at a common system hosted at their website with the availability of real-time dealer data so that inventories, back orders of dealers, transportation, and dispatch details can be done effectively. Manufacturing processes have come out of the boundaries of the organization and have extended much beyond it. With suppliers and service providers becoming partners in manufacturing, the challenge is to manage business partners effectively and efficiently. The increasing complexity of products and processes is also becoming a key challenge, says Tawde of MM. The other area where IT is increasingly finding usage is product designing. Gupta of Tata Motors believes that automotive companies are able to design products much faster and are developing complex and advanced products using IT. The complete design can be simulated using IT, which enables auto companies to crash the time to market and bring in better design quality. So, for instance, if you have a good drawing system, you have the ability to interact with the principal and the supplier, thus bringing in the benefits of both time and cost. Increasingly, a majority of auto companies are now beginning to use IT in providing improved customer experience. With customers being the kings here, the product has become an important part of the overall customer offering. Other aspects like after sales service, product presentation, and customer interaction form an integral part of the customer experience. On the Horizon Technology in an automotive company has moved from its initial stages when it was seen as a cost of doing business; at that time one needed to provide systems for function processes. This stage also included integrating all these diverse processes since it was advisable to have minimum islands of applications for ease of integration. The second stage was when IT was used as a medium of growth; in this stage, automotive companies started using the data gathered because of system enablement for business understanding. The current stage is using technology more as a strategic tool for gaining the required edge in the market on the basis of data gathered under which automotive companies are doing dashboard solution and analytics, says Rajesh Uppal, CIO, Maruti Udyog. Agrees Gupta that IT has moved from basic back office functions like ERP to manufacturing, design, and customer care. Moreover, automotive companies are looking to strengthen their manufacturing and design processes and deploy solutions to engage customers, he adds. The technology trends in the segment are on par with, or even ahead, of global trends. The competitive environment, customer expectations, need for faster turn-around time in bringing new products, and infrastructure development are all making the auto sector look at global sourcing, lean development, lean manufacturing, supplier collaboration, extensive MES deployment and integration, engineering research, embedded vehicle intelligence. IT has gone beyond the conventional ERP, and IT solutions are increasingly becoming a strategic need rather than playing the support role, says Ashok Leyland. Essentially IT in the automotive segment is all about how fast a company can adjust to the market requirements and bring about the resultant change on the shop floor. Agility is the name of the game and as an automotive company we constantly need to work on increasing agility, says Uppal. In the coming times, the trend for IT solutions would be tilted more toward integration on the shop floor such as interfacing the plant automation systems and the supervisory control and data acquisition systems (SCADA) along with IT systems for job shop scheduling and planning processes. On the business front, there could be dependency on business intelligence for market analysis, product mix strategies, and sales forecasting. Source: http://dqindia. ciol. com/content/verticals/2008/108060901. asp Tata Motors Transforms I. T. Organization with BMC Software and Business Service Management Sophisticated, efficient BMC IT processes and solutions add power to Tata Motors business initiatives BMC Remedy IT Service Management increases service quality and availability Combination of BMC solutions, ITIL best practices and ISO-20000 certification deliver robust culture of continuous IT improvement HOUSTON, January 21, 2008 – BMC Software (NYSE: BMC) today announced that Tata Motors Limited (NYSE: TTM), Indias largest automobile company, has selected BMC’s Business Service Management (BSM) to assist and empower Tata Motor’s IT initiatives to support the company’s business goals. â€Å"The goal of our IT organization is to be strategic to the business, and proactively help drive business goals, rather than reactively respond to IT outages and service issues,† said Probir Mitra, chief information officer, Tata Motors. â€Å"BMC’s BSM approach enables us to align our IT services with business needs and proactively manage the availability of business services powered by IT components. In the past few years, Tata Motors has expanded its footprint in the automotive industry both nationally and internationally through new business initiatives and strategic alliances, The recent unveiling of NANO, the $2500 people’s car and the impendin g acquisition of Jaguar and Land Rover are some significant milestones. With rapid growth and increasing demands on the IT organization, Tata Motors looked to streamline IT services delivery and ensure that its systems and infrastructure are agile and aligned consistently, with business needs and objectives. To do this, Tata Motors required a solution that standardizes, governs and controls support processes while providing greater visibility and measurement of service level agreements and performance. Mapped to IT Infrastructure Library (ITIL) processes, the BMC Remedy ITSM solution aligns IT with business by managing assets to optimize business value and increasing responsiveness and reducing downtime. It offers in-depth visibility into the IT infrastructure to provide the highest level of service quality, and improving customer satisfaction with a greater understanding of the business’ IT needs. Tata Motors will also leverage BMC solutions, as the foundation for implementing ITIL best practices and for achieving certification on the global standards and processes outlined in ISO 20000. â€Å"In our highly competitive industry, it is important to provide the highest service levels possible to our customers and seek continual quality improvement. With ITIL and ISO 20000, we want to create a culture of continual improvement and best practices. BMC has in-depth knowledge about ITIL and provides automated solutions mapped to ITIL processes that will help us achieve ISO-20000 certification,† Mitra continued. â€Å"Companies have become increasingly aware that any IT disruptions, however major or minor, have the potential to cause significant losses in sales and customer service that can affect a company’s bottom line,† said Pankaj Dhume, general manager, BMC Software India. â€Å"As the leading provider of BSM and ITIL-aligned solutions, we are committed to ensuring Tata Motors’ IT organization not only supports the business, but is a strategic business advantage delivering the highest levels of service quality and availability. † Source: bmc. com/news/press-releases/2008-archive/101472953-4341. html

Battle of Coronel in World War I

Battle of Coronel in World War I Battle of Coronel - Conflict: The Battle of Coronel was fought off central Chile in the early months of World War I (1914-1918). Battle of Coronel - Date: Graf Maximilian von Spee won his victory on November 1, 1914. Fleets Commanders: Royal Navy Rear Admiral Sir Christopher CradockArmored Cruisers HMS Good Hope HMS Monmouth Light Cruiser HMS Glasgow Converted Liner HMS Otranto Kaiserliche Marine Admiral Graf Maximilian von SpeeArmored Cruisers SMS Scharnhorst SMS Gneisenau Light Cruisers SMS Nurnberg, SMS Leipzig, SMS Dresden Battle of Coronel - Background: Based at Tsingtao, China, the German East Asiatic Squadron was the only German naval squadron overseas at the outbreak of World War I. Composed of the armored cruisers SMS Scharnhorst and SMS Gneisenau, as well as two light cruisers, the fleet was commanded by Admiral Maximilian von Spee. An elite unit of modern ships, von Spee had personally selected the officers and crews. With the wars start in August 1914, von Spee began making plans to abandon his base at Tsingtao before he was trapped by British, Australian, and Japanese forces. Charting a course across the Pacific, the squadron commenced a campaign of commerce raiding and frequented British and French islands seeking targets. While at Pagan, Captain Karl von Muller asked if he could take his ship, the light cruiser Emden on a solo cruise through the Indian Ocean. This request was granted and von Spee continued on with three ships. After sailing to Easter Island, his squadron was reinforced in mid-October 1914, by the light cruisers Leipzig and Dresden. With this force, von Spee intended to prey upon British and French shipping on the west coast of South America. Battle of Coronel - British Response: Alerted to von Spees presence, the British Royal Navy began making plans to intercept and destroy his squadron. The closest force in the area was Rear Admiral Christopher Cradocks West Indies Squadron, consisting of the older armored cruisers HMS Good Hope (flagship) and HMS Monmouth, as well as the modern light cruiser HMS Glasgow and the converted liner HMS Otranto. Aware that Cradocks force was badly outgunned, the Admiralty dispatched the elderly battleship HMS Canopus and the armored cruiser HMS Defence. From his base in the Falklands, Cradock sent Glasgow ahead into the Pacific to scout for von Spee. By late October, Cradock decided that he could not wait any longer for Canopus and Defence to arrive and sailed for the Pacific unreinforced. Rendezvousing with Glasgow off Coronel, Chile, Cradock prepared to search for von Spee. On October 28, First Lord of the Admiralty Winston Churchill issued orders to Cradock to avoid a confrontation as reinforcements might be available from the Japanese. It is not clear whether Cradock received this message. Three days later, the British commander learned via a radio intercept that one of von Spees light cruisers, SMS Leipzig was in the area. Battle of Coronel - Cradock Crushed: Moving to cut off the German ship, Cradock steamed north and ordered his squadron into battle formation. At 4:30 PM, Leipzig was sighted, however it was accompanied by von Spees entire squadron. Rather than turn and run south towards Canopus, which was 300 miles away, Cradock opted to stay and fight, though he did direct Otranto to flee. Maneuvering his faster, larger ships out of range of the British, von Spee opened fire around 7:00 PM, when Cradocks force was clearly silhouetted by the setting sun. Hitting the British with accurate fire, Scharnhorst crippled Good Hope with its third salvo. Fifty-seven minutes later, Good Hope sank with all hands, including Cradock. Monmouth was hit badly as well, with its green crew of recruits and reservists fighting valiantly though ineffectively. With his ship burning and disabled, Monmouths captain ordered Glasgow to flee and warn Canopus, rather than attempt to tow his ship to safety. Monmouth was finished off by the light cruiser SMS Nurnberg and sank at 9:18 PM with no survivors. Though pursued by Leipzig and Dresden, both Glasgow and Otranto were able to make good their escape. Battle of Coronel - Aftermath: The defeat off Coronel was the first suffered by a British fleet at sea in a century and unleashed a wave of outrage across Britain. In order to deal with the threat posed by von Spee, the Admiralty assembled a large task force centered on the battlecruisers HMS Invincible and HMS Inflexible. Commanded by Admiral Sir Frederick Sturdee, this force sunk all but the light cruiser Dresden at the Battle of the Falkland Islands on December 8, 1914. Admiral von Spee was killed when his flagship, Scharnhorst sank. Casualties at Coronel were one-sided. Cradock lost 1,654 killed and both of his armored cruisers. The Germans escaped with only three wounded. Selected Sources Massie, Robert K., Castles of Steel: Britain, Germany and the Winning of the Great War at Sea. New York: Random House, 2003.Battle of CoronelBattles, 1914: Battle of Coronel

ARM, Intel and the microprocessor industry in 2014 Literature review

ARM, Intel and the microprocessor industry in 2014 - Literature review Example They had a feeling that sales favored ARM as their sales did not reflect the center of the ecosystem. Some observers felt that this would result to Intel making decisive actions. Intel was famous because it had good cash flow and upgraded technology. 40% of semiconductors are classified as microprocessors that have the circuit needed for computers. The remaining 60% are used for simple processors that have specific use such as the greeting cards. Even if they are less flexible they cannot be programmed once they have been installed (Grant & Jordan, 2012, P 15). Their shares of microprocessors have been increasing and it passed 50% in the year 2010. Microprocessors are manufactured through a complex process. The leading player is the US giant Intel that produced processors through its own architecture of x86. Their processors were used in the growing segments such as manufacturing of smart phones and tablets. This increased their sales from 12% in 2010 to 22% in 2012. They also became dominants by manufacturing gadgets at low cost and chrome book that was introduced by Google. The key selling strategy of ARM was through designing gadgets that consumed little energy. This was an important aspect of gadgets that needed to utilize energy that have limited battery capacity. This strategy seemed to be a good factor for some years to come. However the emission of low battery car was being improved. Commenters had begun to take an interest in the rivalry between Intel and ARM. These were different companies with different business models. And because of this neither of the two companies was justified to continue with the spoils with the way they have been doing. The final challenge is expected in network servers where ARM chips were being displayed. There are many processors in servers that are tightly fixed together, thus become a major challenge to keep them cool for long. Low energy chips consume low energy while operating thus cutting down costs. In the

Water Desalination using Vacuum Membrane Distillation Essay

Water Desalination using Vacuum Membrane Distillation - Essay Example Of course, it can also be used for water desalination [5]. Vapor migrates from the membrane surface to the permeate side. How this process occurs varies with the different configurations, depending on the feed solution which is treated [3, 11, 16]. All the configurations have advantages and disadvantages, depending on their applications. In Direct Contact Membrane Distillation, for instance, the membrane is in direct contact with the water only during liquid phases. According to classical heat transfer theory, a thermal boundary is formed when liquid is in direct contact with a solid surface when their temperatures differ. This thermal boundary stays next to the solid surface, where the liquid exhibits its temperature fluctuations. The process of heat and mass transfer illustrates the membrane distillation process, wherein a microporous membrane separates two fluids of differing temperatures (membrane thickness of). The feed temperature decreases from at its bulk to at the membrane’s surface. Accordingly, the permeate temperature increases from at its bulk to at the membrane’s surface. Two thermal boundary layers appear at the feed side (with the thickness of) and the permeate side (with the thickness of) of the membrane respectively, as shown in Fig. 3. where is the mass transfer flux through the membrane and is the latent heat of the volatile component. Here, is only a small part of the energy transferred through the membrane in the form of latent heat. The temperature difference between the two sides of the membrane also conducts heat through the membrane and the gas that fills the pores with flux, written as The equation illustrates the temperature difference between the two sides of the hydrophobic membrane. Accounting for the vapor pressure difference is illustrated by, which is the driving force for mass transfer through the membrane. Three mechanisms regulate the mass transfer through the membrane: The mass transfer mechanism

Joseph Stalin Essay Example for Free

Joseph Stalin Essay Joseph Stalin played a very important role in the history of Soviet Russia. He was exposed to Karl Marx’s ideas at a very young age in the Tiflis Theological Seminary school he was enrolled in. He continued with these ideas throughout the early years of his life; modifying them as he went along. Eventually, Stalin came to power in Eastern Europe. In my opinion, Stalin was a harsh and hypocritical leader. He did not have fair policies and he changed them to apply to a particular problem he was facing. Joseph Stalin in Soviet Russia was harsh, hypocritical and forceful. Stalin made a name for himself when he joined the Social Democratic Labor Party in 1901. After the overthrow of Nicholas II, Stalin did not think that the Russian people were ready for a Socialist revolution, apposing what Vladimir Lenin thought. Lenin was the leader of the Socialists at the time. When Lenin heard about this, he made Stalin choose. He could either challenge Lenin for the leadership of the Socialists, or he could change his mind about the revolution and remain loyal to Lenin. Stalin chose to stay loyal to Lenin in an article he wrote. Lenin was pleased with Stalin, and appointed him Commissar of Nationalities. Stalin told people that the new Soviet government promised â€Å"complete freedom for the Finnish people, and for other peoples of Russia, to arrange their own life†. This meant that he supported the idea of self-determination and making a life for yourself. After a while, Stalin found it hard to control the non-Russian people under his power. They were creating many independent states without his agreement. These states were often hostile to Stalin and his government. This made Stalin change his policies so that self-determination was not allowed. In 1939, Stalin made a pact with Adolf Hitler in Nazi Germany, which divided the two powers. Taking all of this into consideration, my opinion on Joseph Stalin is that he was a harsh, hypocritical ruler who wasn’t fair. His ideas and actions shaped Soviet Russian history to what we know it to be today. Stalin was hypocritical because he told the people that he supported self-determination, but the once the people put it into action, he punished them for it. He was harsh because when he punished people who went against him, he killed them with no questions asked. Also, he was responsible for at least 20 million deaths from forced famines, labor camps, forced migrations, state terrorism and labor camps. He did these things to try to unite his power base into a smaller area; eliminating lesser powers. Next, after World War II, he continued mass murdering entire areas. He did all of this while practicing callous control over the Soviet Union and it’s surrounding states. This makes me believe even more that Stalin was a horrible person and leader in Soviet Russia’s history. Overall, my judgment of Joseph Stalin in Soviet Russian history is that he was a horrible leader who caused the death of many innocent people. He was hypocritical, ruthless and harsh to the people he ruled. I think that many people probably have different opinions about how much of an impact Stalin actually had on Russian history, but I believe that without him, things would have been completely different. Even though Adolf Hitler still would have caused the Holocaust, Stalin would not have been there to increase the number of deaths. This is how I would judge Joseph Stalin’s place in Soviet Russia’s history.

Effects of Gender on Education Essay -- Gender Education Sexuality Med

Effects of Gender on Education This topic is also well discussed in many of the standard textbooks, but a bit unevenly and a bit oddly. Thus Haralambos and Holborn (1990), or Barnard and Burgess (1996) have good sections specifically on gender and educational achievement. However, rather strangely, the section on education is treated almost entirely as a sort of empirical matter and not linked very well to the other admirable sections on gender generally, or gender in the family or work sections. This is especially odd in the Bilton et al (1996) classic, written by a team that includes a prominent feminist (M Stanworth) and which has good sections on genderas an organising pespective in the theory and methodology chapters. So, one suggestion is to take the material specifically on gender in education, but to read up the topics more widely and generally in the other relevant chapters as well. As before, I'll try to show how this might be done via my own glosses and interests: Early work focused on female underachievement in the formal education system, which was (finally) considered to be as much of a 'dysfunctional' outcome as underachievement by working class kids ( see file on connections between educational policy and functionalist models of stratification). If the educational reforms of the period in Britain after World War 2 were designed to make sure the most talented kids got to the highest levels of achievement, we would expect as many girls as boys to hit those levels -- selective schools, sixth-form, examination success, university entrance or whatever. This was clearly not the case in the 1950s and 1960s. These gender differences began to be explained initially using the same sort of factors that had been used to explain working-class underachievement. 1. Early theories suggested that females were not as able or as intelligent as males, and there is still a lot of stuff around on relative brain sizes or supposedly innate cognitive limits. There are obvious objections to this view too, of course -- such as that the tests of intelligence are likely to be value-laden. Equally, there is a methodological problem, one which runs through all the work on gender that involves biological explanations - biological accounts are reductionist in that they try to reduce a number of complex social differences to one simple set of biological differ... ... Hutchinson Hammersley M (ed) (1986) Case Studies in Classroom Research, Milton Keynes: Open University Press Hammersley M and Woods P (eds) (1984) Life in School, Milton Keynes: Open University Press Haralambos M and Martin M (1990) Sociology: themes and perspectives, London: Collins Education Harris D (1987) Openness and Closure in Distance Education, Basingstoke: Falmer Press Kaplan A (1987) Rocking Around the Clock, London: Methuen Kinder M (1991) Playing with Power in Movies, TV and Video Games, Los Angeles: University of California Press McRobbie A and Nava A (eds) (1984) Gender and Generation, London: Macmillan Mulvey L (1982) 'Visual Pleasure and Narrative Cinema' in Bennett T et al (eds) Popular Television and Film, London: BFI in association with the Open University Press Sharpe S (1976) Just Like a Girl, Harmondsworth: Penguin Waites B et al (1981) Popular Culture: past and present, London: Croom Helm Whyld J (ed) (1983) Sexism in the Secondary Curriculum, London: Harper and Row Willis P (1977) Learning to Labour, Farnborough: Saxon House Woods P and Hammersley M (eds) Gender and Ethnicity in Schools : ethnographic accounts, London: Routledge

Pros and cons of working as a doctor Essay

I’d like to tell you about the pros and cons of working as a doctor. There are a lot of interesting trades and all of them are important and useful. After finishing secondary school young people may enter an institute or a university to prepare for different professions. Some of them require high qualification and education, such as doctors, teachers, developers, scientists etc. But there is no doubt that working as a doctor is a demanding job with both advantages and disadvantages. There are several arguments in favour of working as a doctor. To begin with, it’s a rewarding job because doctors help sick or injured people to recover. It is very important and in most countries this work is well-paid. For instance, doctor’s earning ranged from about $156,000 a year for pediatricians to about $315,000 for radiologists and orthopedic surgeons. Furthermore, doctors are rarely out of work because there is always a demand for people to treat the sick or injured. However, there are also a number of disadvantages to being a doctor. Firstly, it’s a tiring job because they work shifts and often work at night. For example, doctors must always be prepared to deal with any number of sick at any time. It is also stressful job because they are in charge of the life of people. In addition, it can be depressing because they often see people suffering. To conclude, I must say that it is not an easy profession and quite a hard job. Unfortunately, in our country this work is badly-paid. But it is impossible to imagine the life of the society without doctors.

Human Resources Management Team

Exhibits: Use of professionally prepared exhibits (such as charts and tables) may be necessary, not only to comply with the length requirement, but also to enhance the succinct presentation of your team's response. An exhibit must be â€Å"labeled† and briefly explained in the body of your team's response – what is its relevance? An exhibit is typically one (1) page. 3. References: Your team must include four (4) credible references (not including the textbook) err assignment to add validity to your answers. Your textbook does not count as a reference.You should avoid Internet sources, except certain government or association sites (e. G. , OSHA). Use the Troy library online to conduct your research. Identify references based on PAP Style. Endnotes and Web sites are included in your textbook. Supplementary Readings are posted in the Assignments area of Blackboard. Attachment 2: Preparation of TAB (continued) 4. Evaluation: TAB assignments will be evaluated based on the following criteria. Content (65%): Integration of appropriate, relevant course concepts; quality of analysis; focusing on specifics, not generalities; and thoroughness (pertains to scope and depth of coverage).Organization (20%): Use of these guidelines, applicable section headings, and relevant exhibits; inclusion of relevant research; and flow. Professionalism (1 5%): Demonstrated evidence of the 3 AS: Adequate preparation, pride of workmanship, and proficiency in the use of good communication skills – writing style and comprehensibility (grammar and punctuation). Reposes must be concise, incisive, and literate. Rubric: A Rubric, based on the above criteria, will be utilized to grade the TAB assignments. Attach

Gambling and a Spiritual Revelation essays

Gambling and a Spiritual Revelation essays Individual life experience at some point requires to draw from the humanly instinct to survive. Through a single moment or series of events, the quest for strength and hope comes from the deeper underlying questions of the supernatural. The realization in a higher power comes solely from a belief deep within. My life is an example faith revealed through individual spirituality, resulting from the open-mindedness in a power greater than myself. It took a series of many self demoralizing events, before accepting that what I needed to survive was all around me. My higher power showed me my faith through hearing the experience, strength and hope of others. Its through sharing that lays the foundation to becoming a grateful recovering compulsive gambler through the fellowship of Gamblers Anonymous. In 2003, I had reached a milestone in my professional career. Id been accepted into the Professional Golfers Association (PGA) apprenticeship program. I moved from New Hampshire to Naples, Florida after graduating with a certified degree in Golf Management. In my pursuit I turned professional at 21 years old after passing my Professional Players Ability Test (PAT). Regretfully, all hopes of my childhood dreams took a back seat in route to becoming a compulsive gambler. It all started the first day I sat down to play a game of live poker. I remember the old smells of the dog track and the depressing looks on peoples face. In lieu of my struggle to breathe cigarette smoke into my asthmatic lungs, I quickly experienced an incredible physiological rush come over me. My hands shook trying to stack the chips as the strength of adrenaline built with every passing hand. Soon enough all the anxiety and stressors of life vanished. I walked away ten hours later counting a week worth salary in cold hard cash. Subsequently, that night turned into a daily routine until finding the higher stakes of the internet. As the stakes increased so di...

UTC, GMT, and Zulu Time Explained

UTC, GMT, and Zulu Time Explained When you read weather forecasts and maps, you may notice a four-digit number followed by the letter Z somewhere at their bottom or top. This alpha-numeric code is called Z time, UTC, or GMT. All three are time standards in the weather community and keep meteorologists- regardless of where in the world they forecast from- using the same 24-hour clock, which helps avoid confusion when tracking weather events between time zones. Although the three terms are used interchangeably, there are small differences in meaning. GMT Time: Definition Greenwich Mean Time (GMT) is the clock time at the Prime Meridian (0 º longitude) in Greenwich, England. Here, the word mean means average. It refers to the fact that noon GMT is the moment on average each year when the sun is at its highest point in the sky at the Greenwich meridian. (Because of Earths uneven speed in its elliptical orbit and its axial tilt, noon GMT isnt always when the sun crosses the Greenwich meridian.)   History of GMT.  The use of GMT began in 19th century Great Britain when British mariners would use the time at the Greenwich Meridian and the time at their ships position to determine the ships longitude. Because the UK was an advanced maritime nation at the time, other mariners adopted the practice and it eventually spread worldwide as a standard time convention independent of location. The Problem with GMT. For astronomical purposes, the GMT day was said to start at noon and run until noon the following day. This made it easier for astronomers because they could log their observational data (taken overnight) under a single calendar date. But for everyone else, the GMT day started at midnight. When everyone switched to the midnight-based convention in the 1920s and 1930s, this midnight-based time standard was given the new name of Universal Time to avoid any confusion. Since this change, the term GMT isnt used much anymore, except by those living in the UK and its Commonwealth countries where its used to describe the local time during the winter months. (Its analogous to our Standard Time here in the United States.) UTC Time: Definition Coordinated Universal Time is a modern version of Greenwich Mean Time. As mentioned above, the phrase, which refers to GMT as counted from midnight, was coined in the 1930s. Other than this, one of the biggest differences between GMT and UTC is that UTC does not observe Daylight Saving Time. Backward Abbreviation. Ever wonder why the acronym for Coordinated Universal Time isnt CUT? Basically, UTC is a compromise between the English (Coordinated Universal Time) and French phrases (Temps Universel Coordonnà ©). the use the same official abbreviation in all languages.   Another name for UTC Time is Zulu or Z Time. Zulu Time: Definition Zulu, or Z Time is UTC Time, only by a different name. To understand where the z comes from, consider the worlds time zones. YEach is expressed as a certain number of hours ahead of UTC or behind UTC? (For example, UTC -5 is Eastern Standard Time.) The letter z refers to the Greenwich time zone, which is zero hours (UTC 0). Since the NATO phonetic alphabet (Alpha for A, Bravo for B, Charlie for C...) word for z is Zulu, we also call it Zulu Time.

Family and Child Clinic Feasibility Study Term Paper

Family and Child Clinic Feasibility Study - Term Paper Example The incorporation will help the clinic avoid loads of costly asset purchases and other time-consuming needs such as assignment of leases. Budgets for marketing might be trimmed as the larger hospital will undertake the marketing costs. Knowledge and Expertise Incorporation will help the new clinic make use of highly trained and skilled health professionals from the larger hospital. Development departments not available in the clinic such as Researchers and scientists will work together with staff from the clinic to generate great innovative services. Combined skills of the marketing staff will generate more sales and the net result is increased profitability and shareholder value. Market Penetration Incorporation will facilitate first market penetration as it is established, associated with more customers. I will have to incorporate the clinic with a hospital that has demonstrated successfully in separate markets such as pharmaceutical company in the State (Finkelstein & Cooper 2010). Disadvantages The only disadvantage I will have is that the incorporation/merger has to be approved by votes of the stockholders of each firm. Two-thirds of the share votes will be required for the approval. Although I have experience and a good reputation of successfully leading mergers and acquisitions of hospitals, the process of obtaining the required votes has always proved to be time-consuming and difficult. The cooperation of the stakeholders is not easily obtainable. The process of incorporation involves gathering votes from the stakeholders and the board members to determine those in support of the merger. If enough votes are gathered in support of the merges, then the transaction will be effected and the dissenting shareholders will be obliged to go along with the process of incorporation (Finkelstein & Cooper 2010). Feasibility Study Family and Child will start as a non profit organization of an already established nonprofit hospital. This sort of arrangement is referred as fiscal spons orship. Feasibility will help to determine whether time is convenient to launch the project. Public support is also a common characteristic for all non profits. Feasibility study will therefore determine whether the initiative has public support that is feasible. The key questions to be answered by the feasibility study include; Will the clinic intended merges support the initiative and the incorporation process? Is the wider community beneficiary of the initiative support the initiative to level that will make the initiative feasible? Time will then be spent to determine that the initiative will be sustainable (Judith, 2009). The feasibility will involve testing depth of the supporter’s commitment to the program. The propose clinic will be described to a reasonable list of p[potential supporters and careful analysis of their replies will make a sober assessment. A consultant who will interview staff from the clinic will do this. Board members, community leaders, top and pros pective donors will be interviewed. The consultant selected will be someone from the outside that not having any biased agenda but simply undertaking the fact-finding mission. People are more likely to tell a stranger both the affirmative and unenthusiastic aspects of the organization. They will be comfortable to genuinely express their feelings with a stranger rather than share them with the executive director or board member (Finkelstein & Cooper 2010). This term contract is made between the Family and Child clinic and; Personal Information 1. Name: 2. Date of Birth(mm/dd/yy): 3.

Write an editorial-style article on the role of economic strength in Essay

Write an editorial-style article on the role of economic strength in natural disasters - Essay Example But in more modern economies, a natural disaster actually appears to have the potential to improve the economy of a nation. Bennett (2) points to the Sichuan, China earthquake that killed nearly 80,000 people in 2008. Official governmental records show that the economy actually grew at a faster than normal rate for the area affected by the earthquake. While economic statistics from the central government in China are notoriously inaccurate, there is little doubt that the economy did actually grow in the short and the long term during the months after the earthquake. With long-term economic growth in mind, how should wealthy nations use this information when considering how to provide aid in the aftermath of a natural disaster? A study of the economics of recovery has revealed that there is a dark side to international aid. Klein (3) represents the more radical edge of this belief. She claims that free markets do not spread capitalism. Rather, NGO’s and governments taking advantage of societies shocked by the ravages of a natural disaster spread capitalism. Natural disasters are actually seen as growth opportunities by these organizations. Perhaps a less cynical and more powerful article focuses on a recent study by Hideki and Skidmore (4) that attempts to quantify the long-term economic benefits of post-disaster relief. What these researchers found is that of 89 countries experiencing natural disasters such as volcanic eruptions, earthquakes and hurricanes, the countries that had the most natural disasters actually had the greatest economic growth over several decades. The reason for this may lie in the fact that the improved economic conditions come from replacing outdated factories and infrastructure with newer, more efficient and productive infrastructure. So, in a way, natural disasters can be a sort of economic boon if some of the aid money is directed and used with an eye to the economic future

Negative Impacts of Oil Exploration on Nigerias Biodiversity Essay

Negative Impacts of Oil Exploration on Nigerias Biodiversity - Essay Example It is Africa’s largest wetland, which consists of flat and low lying swamps that are a result of sediment deposition beautifully arranged in a terrain. The area has four different ecological zones which include coastal barrier islands, mangrove swamp forests, fresh water swamps and lowland rainforests. Due to this diverse ecosystem, the delta is one of the world’s most concentrated regions in biodiversity. Not only does it have the potential of supporting abundant fauna and flora, it has the potential of sustaining agricultural production. The freshness of the water gives it the ability of harbouring fresh water fish as well as a water catchment area for domestic consumption. However, the biodiversity has been destroyed by oil exploration activities around the area, and is proving to be a threat to the environment of the place. This paper will look at the various negative impacts of oil exploration in Nigeria has had on the biodiversity. Statistically according to Kadaf a (2012, p. 18) Nigeria ranks at first position in the world with flare gas, constituting 46% of Africa’s total flared gas per tonne of oil produced. This accounted for 19.79 per cent of the total global figure in the 1990s. During the period between 1970 and 1979, the average rate of gas flaring in Nigeria stood at 97%. In the period between 1980 and 1989 saw 97% of gas being flared while the years between 1990 and 1999 saw a total of 97% of gas be flared in Nigeria. Most of the gas extracted in the delta is immediately flared into the environment at a rate of 70 million/m3 per day. Gas flaring is the biggest contributor of air pollution in the Niger delta (Edino, et a., 2010, p. 67). Gas flaring emits greenhouse gasses into the atmosphere which include methane and carbon dioxide, the major contributors of global warming. Environmentalists argue that air pollutants are highly concentrated in the Niger Delta than in the rest parts of Nigeria as a result of oil extraction. Gas flare sites produce a lot of heat, which is as high as 1,600 Celsius, making it a major contributor of thermo pollution. Moreover, areas as far as 43.8 metres away from the sites experience temperatures of close to 400 Celsius, which negatively affect the vegetation and animal life and affects ecological equilibrium (Emoyan, 2008, p. 30-34). Global warming is potentially dangerous to the sea level of the low laying coastal areas as it potentially raises the sea level. Evidence of environmental degradation of the delta include inundation on large scale, increased coastal erosion, modification of habitats as wildlife are redistributed in the area, increased intensity of high rainfall events which is associated with increased run off. Soil erosion is a major occurrence as flash floods are common in the region while ocean storm surges have been a frequent occurrence (Kadafa, p. 2012, p. 20). Combined, these effects on the environment potentially jeopardize the survival of communities l iving in the region. Gas flares have been responsible for rain water and ground water acidification, research has indicated. Evidence shows that the Niger delta has high levels concentration of volatile oxides of carbon, nitrogen and sulphur oxide which exceeding normal standards of federal environmental protection agency. Due to the increased pollution levels, water from shallowly dug wells has indicated the presence of low pH levels, a cause of acid rain. The effects of acid rain cannot be underestimated. Not only does it corrode roofing sheets of houses and commercial buildings, it also damages vegetation as well as contaminate pools, lakes and rivers which are home for fish and other marine life (Akpomuvie, 2011, p. 206). Oil mining in the Niger delta

The Future of British Sign Language

The Future of British Sign Language The future of British sign language: Towards one variety or a variety of languages. When discussing the future of British Sign Language we must first define sign language and British Sign Language (BSL). Sign language is a visually based language that uses signs to represent specific words or phrases. There are numerous different types and varieties of sign language based around the world, some are rudimentary while others are have developed into advanced languages. British Sign Language is the most developed and widely used form of sign language used in Britain. It is estimated that 50, 000 people within the UK use BSL. BSL is the natural language of signs that has developed in Britain over centuries. It is the language used by the British Deaf community. (Sutton-Spence Woll 2004, p. 13). Similar to spoken and written languages BSL has grown and evolved since its inception, but unlike many spoken or written languages is not universal. BSL users are restricted to communicating within Britain, or with other signers familiar with BSL, as BSL does not extend beyond Britain’s borders, even to other English speaking populations. Indeed BSL, American Sign Language (ASL), Irish Sign Language (ISL), have all developed different signs for different words and have different structures, thus, someone signing with ASL will not be able to communicate clearly with someone signing with BSL. In addition to variations from country to country, there are dialect variations within each form of sign language. BSL, like spoken language, has evolved through the needs of its users in spontaneous and natural ways. There are wide regional differences in some signs numbers and colours are notoriously variable, however most signs are the same. Many of the variations stem from the schools Deaf people attended; new signs are being coined, and more established signs changing with time and use. Hearing learners may find this a problem in the early stages, but it doesn’t present a problem to native signers. Variations are largely in the vocabulary of signs the words of the language; the grammatical structures that hold it together and give meaning, vary very little. Language has a life of its own, and most attempts to interfere or control it tend to fail. (DeafSign.Com, 2000) Admittedly, it is the nature of language to grow and change, and many dialects and variations have emerged within Standard English. But while dialects in Standard English sometimes lead to confusion if two speakers of different dialects communicate, these differences seldom make it impossible for English speakers, or writers, to communicate with one another. Where as, without a universal form of sign language it makes it difficult for the signing population to communicate with people signing with different variations. This mutual unintelligibly within variations and dialects of sign language leads to deaf populations being not only removed from hearing populations, but also from one another. Because deaf communities tend to be smaller and more contained than other minorities within the hearing community the differences that emerge in sign language are more defined. Where as dialects in spoken English tend to emerge in areas or social communities, there are many more factors that influence dialects in sign language. Sutton-Spence Woll (2004, p. 13) explain that a signer’s age, class, gender, ethnicity, religion, and locale can all effect the way in which they sign. This leads to many different variations within one variety of sign language alone. Thus, even a concerted effort to unify sign language, whether it be the unification of BSL from the current number of dialects and variations within BSL, to a uniform use of the language, or an even greater attempt to unify the varieties within countries, or even worldwide will be an extremely difficult task. There are so many external forces on the development of sign language that it is difficult to control its use and development. The age at which a person learns to sign and whom they learn it from effects the way in which they sign. This is especially notable when comparing the differences between the children of deaf and hearing parents. Exposure to sign language at an early age is different to the children of deaf parents and the children of hearing parents. Those born to deaf parents are more likely to have had early exposure to a fluent model of adult BSL. Those born to hearing parents often†¦ only begin to learn BSL when they start school†¦. Research comparing adult signers from deaf and hearing families has shown that their signing differs significantly. (Sutton-Spence Woll 2004, p. 23-24). One of the reasons that signing in BSL differs so dramatically from one person to another is that BSL is a complex, fully developed language, which is extremely different from Standard English. BSL has it’s own grammar, syntax, lexicon, and has many other unique features. BSL evolved naturally, as all languages do. It uses both manual and non-manual components – handshapes and movements, facial expression, and shoulder movement. BSL is structured in a completely different way to English, and like any language it has its own grammar. Linguists generally agree that BSL is a topic comment language. For example, the question in English ‘What is your name?’ becomes the sequence ‘Your name what?’ in BSL. (RNID 2004, p. 4). Anyone already fluent in Standard English, or any other language, that wishes to learn BSL must learn a completely new language structure and way of communicating to be able to sign in BSL. Like with Standard English there is a dictionary and many other texts to assist BSL users. The British Deaf Association’s Dictionary of British Sign Language (1992) is 1084 pages long and includes both pictures of each sign in the language, as well as, English word definitions. Yet people wishing to learn BSL cannot do so from text book alone as there are many features of BSL which must be seen or described to understand, such as, nods of the head, shoulder shrugs, facial expressions and lip patterns. â€Å"There are many mouth patterns that convey grammatical and phonological information in BSL.† (Sutton-Spence Woll 2004, p. 81). In addition, to knowing the intricacies of each sign, as well as, the structure and vocabulary of BSL, signers must also become familiar with other unique features of BSL. Features include the ability to express metaphors, poetry and humour using signs. Signers must also become familiar with BSL idioms, euphemisms, expletives / insults, as with any language BSL contains exceptions to the language rules and certain taboo words, such as, â€Å"ORAL-SIGNER† (Sutton-Spence Woll 2004, p. 245). This insult, which is unique to the signing community, reveals the effect of the divide between different varieties and dialects of sign language on the signing community and signing individuals’ opinions of other signers.   Furthermore, because signing languages are completely visual and do not have a written component, like Standard English, this forces people who wish to communicate through both BSL, or other forms of sign language, and also written English to learn two completely different languages. While BSL is currently the most commonly used variety of sign language in Britain, with the internet and email becoming more dominant communication tools by the day. Younger users of sign language may start to tend towards a variety of sign language that incorporates Standard English into its overall format. Currently there are a number of varieties of sign language used in Britain that use Standard English sentence construction and grammar, but these varieties have long been second to BSL. While the reason for the construction of BSL is quite simple and logical, this does not make the language any easier to use. BSL uses signs that often encompass a few words or a phrase, while the grammar and sentence structure work to create shortened sentences. All of these features serve to shorten BSL sentences, and are necessary to ensure timely communication, as it takes longer to form signs than to speak words. There are a number of other forms of sign language and signing used in Britain, these include Cued Speech, the Paget-Gorman Sign System (PGSS), Signed English, Sign Supported English (SSE), and Fingerspelling. All of these visual languages are largely dependent on Standard English. Some users of sign language use BSL in conjunction with these other forms, while others may choose to stick with one variety. Sign Supported English (SSE) is probably the most popular alternate variety of sign language currently used in Britian. This variety of sign language uses BSL vocabulary and Standard English sentence structure and grammar. â€Å"In Sign Supported English (SSE), the key words of a sentence are signed while the person speaks.† (Sutton-Spence Woll 2004, p. 14). SSE is an advanced variation of Signed English, which uses BSL to sign all of the words in a sentence, using Standard English sentence structure and grammar. There are problems with the use of Signed English. It is very slow, and a message takes longer in Signed English than in either BSL or [Standard] English. This means that spoken English accompanying Signed English becomes unnaturally slow, and many English speakers let speech take over and drop some signs. Many BSL signers using Signed English insert features of BSL grammar so that the grammar is not ‘pure English’ any more. (Sutton-Spence Woll 2004, p. 16). Just as SSE and Signed English depend on Standard English so too does the Paget-Gorman Sign System (PGSS). But whereas SSE and Signed English use BSL signs and incorporate Standard English form, PGSS uses â€Å"signs [that] do not come from any sign language, but have been created to represent English words and English grammar† (Sutton-Spence Woll 2004, p. 14). Because of its focus on Standard English PGSS is easy for native English speakers to learn, but it is not a language used by the deaf community. Similarly, cued speech, which is a system that does not use signs at all, rather â€Å"hand cues are made near the mouth to identify different speech sounds.† (Sutton-Spence Woll 2004, p. 13). Cued speech is a verbally dominated form of visual language and is thus not commonly used within the deaf community. One of the most basic and widely used forms of signing if fingerspelling, which has one sign for every letter of the alphabet and requires users to spell out the letters in a word or sentence. Fingerspelling is not a language in itself but is often incorporated into sign languages. Most commonly fingerspelling is used to spell words for which there is no sign, such as, names of people or places. Alternately, fingerspelling can be used to draw attention to a word in a sentence or phrase. Although fingerspelling may be the most simple and basic form of signing, it fails to be universal because different countries have different signs for each letter in the fingerspelling alphabet, making it impossible for signers from different countries to understand the words that are being spelt. Edward Finegan (2004, p. 19-20) identifies three modes of linguistic communication in Language: Its Structure Use. He defines these as speaking, writing and signing, yet signing at this point is not a fully developed universal mode of communication as a result of the restrictions the different varieties of sign language put upon their users. Because sign languages have developed and evolved naturally within the relatively small communities within which they are used around they have developed independently and created mutually exclusive varieties. There have been attempts in the past to create or nominate one universal sign language, but up until this point no one variety of sign language has succeeded in dominating the international signing community. In Britain because BSL is the official language of the deaf community, with approximately 50, 000 people within the UK using BSL, it will continue to be the dominant sign language in Britain. Although, with the rise of internet technology and written electronic communication the younger signing community may start to tend towards a Standard English based form of sign language, such as, SSP. The use of SSP would enable signers to communicate in the same language in person and in writing, rather than communicating with BSL sign language in person and Standard English in writing. The current dominance of British Sign Language can be attributed to the same factor which has led to the formation of the so many different varieties of sign language, in Britain and around the world, because signing communities tend to be quite small and isolated from one another, adult signers pass on the language they are familiar with ti younger signers. As a result, younger signers may not be aware of other sign languages available to them. But with the influence email, and the rise of written communication as a result, younger singers will beging to seek out a variety of sign language that incorporates the Standard English conventions they will become more familiar with as they become more familiar with writing. Indeed this may simply lead to the transformation of the current BSL variety into a variety of sign language, which incorporates rather than excludes Standard English conventions. Alternately, the language we currently know as BSL could be replaced by another variety of sign language, such as Sign Supported English (SSE), or another variety altogether. In a world dominated by travel and technology signing communities, both within Britain and around the world, need a language through which they can successfully, and clearly, communicate with one another. The first step towards universal communication between signing communities is to ensure that the sign languages used are simple for hearing people to learn, and that there is as little variation (and as a result confusion) within the varieties. By encouraging hearing people to learn sign language the signing community would broaden the language base and thus provide stability to the language. And although it is difficult to control the growth and evolution of any language, by adopting a sign language which follows Standard English conventions, the language would have to adhere to Standard English and thus evolve with it, creating a more universal and less confusing language. By adopting or creating a sign language based on Standard English, the variations of that sign language would tend be restricted to the variations of Standard English. The evolution of language is a gradual process, therefore the future of British Sign Language will most likely see the continuation of BSL as the dominant language, with the growth of a Standard English based language. The two languages will coincide for a period before the modern Standard English based language gains control. BIBLIOGRAPHY BRITISH DEAF ASSOCIATION, Brien, D. (ed.), 1992. Dictionary of British Sign Language. London: Faber and Faber. CRYSTAL, D., 2003. The Cambridge Encyclopaedia of Language. 2nd edition. Cambridge:   Cambridge University Press. (p. 222-227) DEAFSIGN.COM, 2000. Is British Sign Language standardised? [online]. Available from: http://www.deafsign.com/ds/index.cfm?scn=articlearticleID=6 [Accessed 25 June 2005] FINEGAN, E., 2004. Language: Its Structure and Use. 4th ed. Boston: Thomson Wadsworth. RNID, April 2004. Introducing British Sign Language. London: RNID SUTTON-SPENCE, R., WOLL, B., 2004. The Linguistics of British Sign Language: An Introduction. Cambridge: Cambridge University Press.