Ernest Hemingways Obsession for Violence and Death

Ernest Hemingway Ernest Hemingway was an American author and journalist. He had 45 publications. He achieved world-wide fame from his very own style of writing. He had, what some might say, an obsession for violence and death. Most know him from his internationally known book, The Old Man and the Sea. This book earned him the Pulitzer Prize and also the Nobel Prize for literature in 1953. He was a very accomplished man. (Meyers, 7) Ernest Hemingway was born in Cicero, Illinois, now called Oak Park, Illinois, on July 21, 1899. His parent’s names were Clarence and Grace Hemingway. They raised Ernest in this conservative suburb of Chicago. The Hemingways spent a lot of time in Michigan as well. Michigan is where Ernest Hemingway learned how to hunt, fish, bow, and to love every second of the outdoors. Ernest Hemingway worked on his high school newspaper. (Meyers, 23) Primarily, he wrote about sports. As soon as he graduated high school, he almost immediately became a journalist for th e Kansas City Star. The experience that he gained from working on his school paper and also working for the Kansas City Star influenced his exposed, prose style of writing. Ernest Hemingway was only 17 when he achieved this. (Meyers, 30) Ernest Hemingway served in World War I. He volunteered to be in an ambulance unit in the Italian Army. Often hurt from the war, Ernest Hemingway spent a significant amount of time in hospitals. The Italian Army awarded him aShow MoreRelatedEssay on An Analysis of The Snows of Kilimanjaro by Ernest Hemingway1676 Words   |  7 PagesAn Analysis of The Snows of Kilimanjaro by Ernest Hemingway During his life, Ernest Hemingway has used his talent as a writer in many novels, nonfiction, and short stories, and today he is recognized to be maybe the best-known American writer of the twentieth century (Stories for Students 243). In his short stories Hemingway reveals his deepest and most enduring themes-death, writing, machismo, bravery, and the alienation of men in the modern world (Stories for Students 244). The Snows ofRead MoreErnest Hemingway And Frederick Henry1754 Words   |  8 PagesErnest Hemingway and Frederick Henry: Author and Fictional Character, Alike yet Different It can be said that all fiction is autobiographical in that no matter how different from the author’s life experience it may be, marks of their life can be found in any of their works and characters. One such example is Ernest Hemingway’s A Farewell to Arms, which is largely based on Hemingway’s own personal life experiences. Frederick Henry, the main character in the story, experiences many of the same situations

Developing A Teacher Mia Johnson - 1379 Words

Developing Teacher: Mia Johnson Subject/ Topic: Math/ Elapsed Times Grade Level: 3rd GUIDING QUESTIONS Answer these questions as you build you lesson plan. Enacted on the Spot â ¦  What will I do to engage students in the lesson? To engage the students I will as the students we will review compatible numbers. We will do math problem 23+48, 54+13, and 39+ 52 â ¦  What will I do to recognize and acknowledge lack of adherence to classroom rules and procedures? I will make an effort to put an end to negative behavior before it even starts and let the students know that that type of behavior is unacceptable. I will reward positive behavior with bear paws and with positive reinforcement. I will remind students that I am their teacher also, and I wish to be given the same respect as the cooperating teacher receives. I can use proximity control to stand near students who may be misbehaving as well. â ¦  What will I do to communicate high expectations to students within the lesson? To communicate high expectations for the students, I will always use positivity and encouragement. I will use popsicle sticks with the students name on them to call on each student to answer questions to avoid favoritism and to get the students to participate in the lesson. â ¦  List the questions you will as your students throughout the lesson, identifying high/low levels What number are we going to start with? (LOWER ORDER) What number are we going to jump to next? (LOWER ORDER) Why?(HIGHER ORDER)Show MoreRelatedThe Effects Of Eating Disorders On The Body Image And Low Self Esteem1896 Words   |  8 PagesAccording to a study done in 2013 by Michigan State University, children will see their parents or other adults, such as teachers as reliable sources until they are approximately ten years of age. Between ten and eleven years old is a transition period where they gradually rely less on their parents, and from about eleven onward, children rely mostly on the internet for information (Johnson 1). Eventually, the children will grow to be adults who rely excessively on the media. As a result, anything portrayedRead MoreMultiple Intelligences Seminar and Workshop14464 Words   |  58 Pagesserved as a rallying point for a reconsideration of the educational practice of the last century. Intelligence can be measured by short-answer tests: Stanford-Binet Intelligence Quotient Wechsler Intelligence Scale for Children (WISCIV) Woodcock Johnson test of Cognitive Ability Scholastic Aptitude Test Assessment of an individuals multiple intelligences can foster learning and problem- solving styles. Short answer tests are not used because they do not measure disciplinary mastery or deep understandingRead MoreContemporary Issues in Management Accounting211377 Words   |  846 Pageson the editorial boards of several other journals, and is a frequent contributor to the popular press. In two recent studies, Dr. Gordon was cited as being among the world’s most influential and productive accounting researchers. An awardwinning teacher, Dr Gordon has been an invited speaker at numerous universities around the world, including Harvard University, Columbia University, University of Toronto, London Business School, Carnegie Mellon University, and London School of Economics. He has

Business Finance Reversals - and Fund Manager

Question: Discuss about the Business Finance for Reversals, and Fund Manager. Answer: Introduction: The role of the financial manager is not just limited to managing and arranging finances in any organisation, but there are other responsibilities that he has to take care of which includes the study of domestic and international business conditions. Both domestic and international businesses have a direct and indirect impact on the growth of any organisation[1]. The reason behind the success of any organisation depends on the understanding the social and business culture of another country. Culture in terms of business means everything right from its business practices to its advertising and marketing to negotiating sales. The financial manager if is in a condition to understand these issues means he is better prepared before entering the market. Competition level that one experiences in the international market is much higher than the domestic market. The government in every country has its own rules and regulations when it comes to foreign products[2]. The financial manager is required to consult a legal counsellor to make sure to minimise the effect of these rules on the firm. The financial manager also takes care of international market if the technology used in the international market is much advanced than the technology used in the company the necessary steps should be taken to cope up with the standards[3]. Another important aspect that the financial manager should take care of is the exchange rate. Financial Mangers Responsibilities: The financial manager is responsible for analysing the policies to check whether doing business in the international market will be profitable or not. The financial manager should take into consideration the legal and tax policies of a country. The tax will directly have an impact on the product so the financial manager will see where there's whether the business will flourish in a domestic market or international market. The financial manager needs to understand the accounting standards of different companies. The financial manager also decides about the profit that has to be divided among the shareholders. He has to decide whether there's enough revenue that covers the expenses and investments and still distributes the profit among equity investors. The financial manager also is involved in risk management where is the company is insured or not has to be considered by the financial manager before the start of any business. Many people give credit to the customers[4]. The financial manager while dealing with the international and domestic business has to see as to how much credit has to be given to whom and ultimately he also has to take charge of the collection of unpaid debts. International business has different political and economic status, hence trade policies are different in all countries. Financial manager has to make a choice between doing business with the domestic market or international market, in other words, he has to see the feasibility of a project. Financial manager and his team should be familiar with the accounting standards of other countries, he also is responsible for taking care of the capital management. How to select the right source of capital is a very crucial decision that has to be taken care of by the financial manager. Managing money is a key responsibility while doing business with the international market or the domestic market. In an international market, the related fields like psychology and sociology are a part of financial managers responsibility to understand the attitudes values and beliefs of that region. In dealing with both the markets the financial manager has to make sure to maximize the wealth of shareholders[5]. This means reducing the cost of capital and trying to balance the returns from the investments so as to have a share for the shareholders. Other major issues dictating the job profile require the understanding of the following Bankinsystems Financial managers those who have to deal with the international market have to take into account the global banking system. Some banks encounter cash flow problems since their economic conditions are weak. While banks in other upcoming countries have to control their government policies that affect their interest rate[6]. There are some multinational companies working in certain countries where the bank sectorindustry is likely to experience policy of "International Monetary Fund that looks at several companies unfriendly to their needs. Governments role There are many countries that give importance to foreign investment by giving incentives. A Financial manager in a multinational company can to a great extent be influenced by dishonesty and inefficient bureaucrats when it comes to dealing with foreign officials[7]. The multinational companies are always spectacle about the fact that the rules and regulations that are applicable to them can change overnight which is not the case for domestic companies. Risk atpolitical level Multinational companies operate in countries which experience political instability. Any change in the existing government may bring with them new policies which make it difficult to operate with huge amount of profit[8]. For instance, the new Government has brought certain plans of nationalization, which interferes with funds moving out of the country. This can be a real challenging situation for financial manager. Credit Huge debt can bring down the chances of the multinational companys rate of expansion and growth in the international markets. Financial manager along with his team has to make sure that there is enough money for day to day activities of multinational business. The economic scenario and fixed conditions of the project based country have to nbe adhered to if funding has to be generated by the parent company[9]. The resulting from trade liberalization and technological progress is a vital international business environment today. Local business financial management and international business vary greatly depending on the opportunities available in both countries[10]. It is advisable not change the purpose and process of financial management dealing with in finances abroad management but the dimensions and dynamics of radical change. The difference between domestic and international financial management: The four main aspects that characterize the international financial management of local financial management introduction to FX market imperfections and political risk and opportunity promotion group. Foreign Currencies Foreign currency fluctuation and economic scenario understanding and response is a major issue which needs addressing so as not to have adverse effects on business transactions. Change in the political scanerio The political risk may include any change in the economic set up of the country.s contract labour policies and taxes. Labour Market Disadvantage The selection process of labour is also made via looking at some criterias like gender, place of dwelling, the economic structure and level of education . This filters the requiremet suited best for the business in question. Conclusion: Diversifying the area of business to other countries enhances profit margins and reduces risk factor due to unfavourable conditions in different territories. [11]The aim of international finance manager is to maximize the wealth of the shareholder. The target is not just limited to the contributor but also stretches to customers, suppliers and employees. You can achieve any goal without prosperity for shareholders. In other words, it would mean maximizing shareholder wealth in maximizing the stock price. Here comes again the question, whether the increased share value currency? This is an important decision of the management of the organization. International finance has become important these days for all majority international companies[12].Managing the finance department properly can help any company to attain the same capability, impact and results in any of the markets. References Adebambo, B X Yan, "Momentum, Reversals, and Fund Manager Overconfidence". inFinancial Management, , 2016. Ang, J, I Hutton, M Majadillas, "Manager Divestment in Leveraged Buyouts". inEuropean Financial Management, 20, 2013, 462-493. Barone-Adesi, G, W Farkas, P Koch-Medina, "Capital Levels and Risk-Taking Propensity in Financial Institutions". inAFR, 3, 2014. Girotti, R, "Sharing the financial responsibilities of being a professional". inVeterinary Nursing Journal, 27, 2012, 264-266. Hpkes, E, "Rivalry in Resolution. How to reconcile local responsibilities and global interests?". inEuropean Company and Financial Law Review, 7, 2010. Mohamed, N M Handley-Schachler, "Roots of Responsibilities to Financial Statement Fraud Control". inProcedia Economics and Finance, 28, 2015, 46-52. Nakuma, C, "Institutional Finance and the Role of the Foreign Language Department Chair as Financial Manager and Financial Leader". inadfl, , 2006, 64-70. Patro, P P K. Gupta, "Impact of International Financial Reporting Standards on Cost of equity Capital for Asian countries". inijafr, 4, 2014, 148. Stevanovic, N, "Financial reporting responsibilities in the context of EU, international and new domestic regulatory framework". inEkonomika preduzeca, 59, 2011, 227-242. [1] B Adebambo X Yan, "Momentum, Reversals, and Fund Manager Overconfidence", inFinancial Management, , 2016. [2]R Girotti, "Sharing the financial responsibilities of being a professional", inVeterinary Nursing Journal, vol. 27, 2012, 264-266. [3] R Girotti, "Sharing the financial responsibilities of being a professional", inVeterinary Nursing Journal, vol. 27, 2012, 264-266. [4] J Ang, I Hutton M Majadillas, "Manager Divestment in Leveraged Buyouts", inEuropean Financial Management, vol. 20, 2013, 462-493. [5] N Mohamed M Handley-Schachler, "Roots of Responsibilities to Financial Statement Fraud Control", inProcedia Economics and Finance, vol. 28, 2015, 46-52. [6] G Barone-Adesi, W Farkas P Koch-Medina, "Capital Levels and Risk-Taking Propensity in Financial Institutions", inAFR, vol. 3, 2014. [7] C Nakuma, "Institutional Finance and the Role of the Foreign Language Department Chair as Financial Manager and Financial Leader", inadfl, , 2006, 64-70. [8] N Stevanovic, "Financial reporting responsibilities in the context of EU, international and new domestic regulatory framework", inEkonomika preduzeca, vol. 59, 2011, 227-242. [9] P Patro P K. Gupta, "Impact of International Financial Reporting Standards on Cost of equity Capital for Asian countries", inijafr, vol. 4, 2014, 148. [10] R Girotti, "Sharing the financial responsibilities of being a professional", inVeterinary Nursing Journal, vol. 27, 2012, 264-266. [11] E Hpkes, "Rivalry in Resolution. How to reconcile local responsibilities and global interests?", inEuropean Company and Financial Law Review, vol. 7, 2010. [12] N Stevanovic, "Financial reporting responsibilities in the context of EU, international and new domestic regulatory framework", inEkonomika preduzeca, vol. 59, 2011, 227-242.

Left000Common Snapping Turtles Essays - Cryptodira, Pantestudines

left000Common Snapping Turtles Chelydra serpentine 3764915103115100Description: Common Snapping Turtles have a shell that covers their back its about 8 and 18 1/2 inches long. The shell color ranges from dark brown to tan and can even be black. As a snapping turtle grows, the shell often gets covered with mud and algae. Their necks, legs, and tails have a yellowish color and the head is dark. A snapping turtle's mouth is shaped like a strong, bony beak with no teeth. Their skin is rough with characteristic bumps. The feet are webbed and have strong claws. Habitat: Its natural range extends from southeasternCanada, southwest to the edge of the Rocky Mountains, as far east as Nova Scotia,andFlorida. The common snapping turtle inhabits a wide rangeof water bodies from rivers and lakes to temporary pondsand marshes However; this species tends to show a preference for slow-moving waterways that have a sandy or soft mudbottom and an abundance of aquatic vegetation. Diet: As omnivores, snapping turtles feed on plants, insects, spiders, worms, fish, frogs, small turtles, snakes, birds, crayfish, small mammals, and carrion. Plant matter accounts for about a third of the diet. Hibernation: Snapping Turtlesusually enter hibernationby late October and emerge sometime between March and May, depending on latitude and temperature. To hibernate, they burrow into the debris or mud bottom of ponds or lakes, settle beneath logs, or retreat into muskrat burrows or lodges. Reproduction: Sexual maturity has more to do with size than age. Turtles are ready to mate when their shell measures about 8 inches. Snapping turtles rarely leave their aquatic habitat except during the breeding season, at which time females travel great distances in search of a place to dig a nest and lay eggs. Some turtles have been found as far as a mile from the nearest water source. Selected nest sites include banks, lawns, gardens, road embankments, and sometimes muskrat burrows. One clutch of eggs is laid in May or June. With powerful hind legs, the female digs a shallow bowl-shaped nest in a well-drained, sunny location. Over a period of several hours, she lays approximately 20 to 40 creamy white, ping-pong ball-sized eggs. Endangered: They are not endangered, and you can legally have one as long as the turtle was not born in the wild. It is however illegal to sell wild turtles.

The Basic Argument Essay Example

The Basic Argument Paper The Basic Argument: It is now time to deal with the question of why a government should not be paternalistic. Mill argues that such legislation has the strong potential to be damaging to the society by stifling individuality and prohibiting people from having control over their own lives. Paternalistic laws will also tend to inhibit the evolution of society and social customs by mandating that people follow the currently established norms. It is certainly the case that paternalistic legislation inhibits individuality. Mill argued that individuality is of crucial importance to the health of a democratic society because without it there develops stagnation and complacency, which discourage people from becoming educated and politically involved. Paternalism also prevents the emergence of the truth concerning both scientific and social questions. A government might choose to compel all of its citizens to go to church on Sunday (or even to practice a particular religion) because they believe that it is better for those people if they do so, but such a policy is oppressive as well as deterring individuality. Such a law would certainly have been possible in the past, but society has evolved to the point where we would no longer accept such a law. This is a progression in society. Maybe a better example would be the historical government restriction on scientific inquiry that went against a state endorsed religion, this clearly had detrimental effects on social and scientific development. A contemporary example would be our laws against homosexual relationships and restrictions on homosexual marriages. We will write a custom essay sample on The Basic Argument specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on The Basic Argument specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on The Basic Argument specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Such laws are clearly paternalistic, and they inhibit the development of alternative ways of living which may turn out to be beneficial to the individuals and thus to the society. Suggested laws against smoking in private (where others arent harmed) are another modern example of paternalistic laws. b) Refinements for more difficult cases: These arguments may seem to have little to do with something like seat belt laws, and you might ask what is wrong with those kinds of laws. There are two reasons that these kinds of laws should not be passed according to Mills theory. The first reason is simply that the government has no particular interest in what I do with my own life and my own possessions, certainly no interest that compares to the overwhelming interest that I have in my own life, health, and property. I also have far more information about my own situation and the peculiar circumstances that I am in at any given time. So, it would seem to be reasonable that the government would trust my judgment about what it is best for me to do in matters which involve only my own interests. (The government might reasonably try to convince me that what I am doing is a mistake by means of advertising and education, but this is very different from government compulsion. ) So, I should be trusted to judge when it is reasonable to wear a seat belt because I am the one in a position to best make that judgment. The other response that Mill can make is that the government cannot be trusted to tell which paternalistic laws are innocuous (like seat belt laws may be) and which are harmful, so they should not be allowed to make any laws that are paternalistic. This argument is quite important. The point is that politicians are very bad at being objective about their motives and also not good at understanding or caring about the effect of legislation on the minority. Thus, they cannot be trusted to be able to determine which paternalistic laws are fair to minorities. Even if they could tell, they could not be trusted to refrain from passing oppressive laws. An analogy here is this: you can imagine that there is a surgical procedure that will have some minor beneficial effects, but that there are some people who have a very serious negative reaction to this procedure and it is not possible to tell who those people are (or even what percentage of the population will have that reaction). In such a case, it would be a bad idea to risk this procedure and it would surely be wrong to impose such a risk on someone without their consent (which is analogous because the government does not ask individuals consent when it passes laws). Clarifying the analogy: Passing a single paternalistic law is analogous to imposing this surgery on a single person because each of these things might have some good effects but each also might have some very bad effects, in each case we simply cannot tell which will happen. Thus, in neither case should we take the risk. [See part 9,b below for further explanation] 7) What constitutes harm? a) Basic answer: This is a very tricky question, and there have been very large books published which try to answer just this question. Ill do my best in a paragraph or so. Harm certainly includes most any form of physical harm (e. g., you punching me out, or you smoking near to me). It also would include most forms of financial harm (e. g. , you taking my car, or you breaking my watch), but there are certain financial harms that will certainly not be included (e. g. , me moving in next to you and lowering your property values because of my race, or me influencing people not to do business with you when I tell them that you overcharged me). The latter type of cases do harm you financially, but the real source of the financial harm is not me, it is other peoples racism and your own poor businesses practices respectively. There are also mental harms which are included (e.g. , you threatening me, or you excessively harassing me), but the standard is very strict in this area and the presumption is that a mental harm does not constitute a real instance of harm to others (e. g. , I am offended by your joke, or I am disgusted by your style of dress). There are going to be a lot of hard cases concerning this (e. g. , your offense at the nudity of me on the beach, or your financial harm when I move in next door and cut down all the trees on my property and use my back yard as a smelly compost heap). It is not clear whether these cases fall under Mills theory as involving harm to others or not. b) Harm and Political Speech: One area deserves particular note, the area of political speech. Some political demonstrations and speech can cause social unrest. The best example of this is when the Nazis wanted to march in the predominately Jewish town of Skokie, Illinois where many holocaust survivors live. Such a demonstration would certainly cause extreme mental harm to others, and would likely cause a riot which would cause severe physical harm. Mill wants to defend freedom of expression and speech, and this type of speech would certainly be protected. It can be difficult to determine the difference between political speech which will cause a riot and rabble rousing which will incite a riot (which Mill does not think should be allowed). There is also the more modern legal classification of some speech as hate speech, and Mill would probably not support the protection of this kind of speech but I am not at all clear on what the criteria for hate speech is. The point is that speech can harm others, but it is also strongly protected by Mill, so such cases are very difficult. [See On Liberty, chapter 2 for a detailed discussion.] 8) Mills refinement of the assignable obligation: Some philosophers claim that Mill abandons the simple harm-to-others principle in the latter part of On Liberty in favor of the new principle of the assignable obligation. This new principle is stated in this way by Elizabeth Rapaport: A person ought to be subject to social coercion only to prevent a violation of a distinct and assignable obligation to any other person or persons. (From the editors introduction to Mills On Liberty, quotation marks surround Mills words) a) What is a distinct and assignable obligation? A distinct and assignable obligation is where there is someone who has either a right, or a legitimate claim or expectation, which the obligated person is bound to honor. These obligations can be from a promise or contract, a social position (e. g. , spouse, parent, employee, citizen), or possibly some other source. It is important to note that not all obligations are distinct and assignable. For example, I may have a moral obligation to give to charity on occasion, but there are no specific charities that can claim that I have a distinct and assignable obligation to give them money. One has a distinct and assignable obligation only if someone else has a right that you must fulfill (even a negative right). For example, you have a negative right not to be hit by anyone, so I have a distinct and assignable obligation not to hit you. b) How this affects Mills Theory: This revision does not radically change Mills theory, it merely changes the focus from the vague idea of a harm to others, to the supposedly more precise idea of a distinct and assignable obligation. (Personally, I prefer the harm-to-others formulation, even though it is in need of extensive clarification with respect to what constitutes a harm.) 9) Connection between rights and utility: An understanding of utilitarianism is important to understand this section. I could write for pages about this, but Im going to try not to. a) Basic issue: There seems a first look to be a fundamental incompatibility between Mills political theory of rights expressed in On Liberty and Mills moral theory expressed in Utilitarianism. In On Liberty, he claims that government should never interfere with an individual, except to prevent harm to others (i. e. , never be paternalistic). But in Utilitarianism he claims that the right thing to do is whatever will maximize utility. He also admits (what would be absurd to deny), that there are some possible laws which are paternalistic, but which do actually maximize utility. These seem totally incompatible, but they are not. Take a few minute to make sure that you see the apparent incompatibility before you read on. Im totally serious, stop reading! b) Mills consistent answer: Mill recognizes that it is practically impossible to calculate utilities of citizens, so government cannot make decisions by directly applying the principles of utilitarianism (just as individuals cannot do so). Thus, government must use some other principles to rule well. They need to use principles that can be followed easily and cannot be abused (since governments have a tendency to abuse their power), and ones that will come as close as possible to maximizing utility. The harm principle is fairly easily followed, and is very difficult to abuse, so long as exceptions are not permitted to the principle. Almost all of the laws which will contribute to maximum utility will be allowed by the harm principle. The laws which might contribute to utility, but are not allowed by the harm principle, could only be passed if a government allowed exceptions to the harm principle. But since we are unable to consistently judge which paternalistic laws are harmful and which are beneficial, more harm would be done by allowing for exceptions than would be done by not allowing for any exceptions at all (including those few paternalistic laws that would contribute to utility). [See the medical analogy at the end of part G,6,b]

Changing Heart Rates Study essays

Changing Heart Rates Study essays Nervous control of heart beat - Page 4 Broker, (2011) states that 'the cardiac cycle is the cyclical contraction (systole) and the relaxation (diastole) of the two atria and the ventricles.' Each cycle is initiated by the spontaneous generation of an action potential in the sinoatrial node. Diastole lasts around 0.4 seconds. Increasing pressure in the ventricles closes the triaspid and mitral valves; this then means that all four valves are closed. Ventricular pressure continues to rise until eventually the pulmonary and aortic valves are forced open and blood is ejected into the pulmonary artery and aorta (Crowley, 1996). When the heart rate is increased the amount of time the diastole and systole take place is shortened, so that more blood is pumped out in one minute. During aerobic exercise cellular respiration in muscle cells need to increase significantly to maintain its performance. When exercising, adenosine triphosphate (ATP) is needed in order for muscles to contact (Brown, 2006). This provides energy and allows movement on demand. When muscles contract hard and as fast, we use ATP far faster than it can be possibly made. Whilst exercising, ATP is made using a chemical reaction that requires oxygen. The oxygen comes from the air breathed into the lungs and is then carried to the muscles in the hemoglobin of the red blood cell. This way of making ATP is called aerobic respiration. This is the breakdown of glucose with oxygen to provide energy for the muscle cells. It produces heat which increases body temperature and carbon dioxide which we breath out. To maintain a steady supply of glucose and oxygen to working muscles, and the removal of carbon dioxide will allow an increase in stroke volume (Sherwood, 2012). During exercise, the card iovascular system works harder. It needs to deliver oxygen to muscles. The volume delivered by each beat of the heart (stroke volume) increases. Whilst exercising, the initial increase i...

Right to Vote Essay Example | Topics and Well Written Essays - 250 words

Right to Vote - Essay Example One of the few countries in the Middle East that has allowed women the right to not only vote but also run for political office is Lebanon, showing a willingness to change with the times.   â€Å"Lebanese women won the right to vote and to participate in national elections in 1952, 19 years before women in Switzerland† (Khalife, 2009).   Although women in Lebanon are allowed the right to vote and hold political office it is still a very male dominated culture, â€Å"in fact, only 17 women have served in Lebanons Parliament since suffrage† (Khalife, 2009).   One of the major reasons that women’s voices in Lebanon are marginalized is the fact that political parties are focused on sectarian differences.   Lebanese politics are unique to the Middle East, with 18 separate political parties being recognized and allowed the right to represent the people.   Although Lebanon is not considered free by freedom house, it is one of the few countries in the Middle Ea st that is actively working towards democratic representation of the people.  

Virtual Business Design Assignment Example | Topics and Well Written Essays - 1500 words

Virtual Business Design - Assignment Example Problem Definition Since the Eurozone debt crisis that affected Portugal since 2010, the pharmaceutical industry in general and Olive Pharmaceuticals have been experiencing reduced profitability. As a result, it has become difficult to stay within the annual operating budgets. As part of the 2011 IMF bailout package, the Portuguese government has instituted heavy reductions in public expenditure which includes the public health care system. Olive Pharmaceuticals has been affected because of the growing public debt of hospitals and the cuts in pharmaceutical expenditure by the government. In 2012, public hospitals owed â‚ ¬1.5 billion to international pharmaceutical companies. In 2013, the public pharmaceutical expenditure was further reduced by â‚ ¬333 million, which makes pharmaceutical expenditure just 1 percent of GDP (Feria, 2012). As a result, sales to state hospital pharmacies have declined by 10% over the past two years (Feria, 2012). At the same time, operational costs have not reduced proportionally because of increase in energy costs and imported raw materials. The business mission of Olive Pharmaceuticals is to provide high quality oncology pharmaceutical products at affordable prices to consumers through efficient operations and continuous research. This is achieved through goals of keeping operating costs low and maintaining supply chain efficiency. The situation has implications for planning and organizing decisions for Olive Pharmaceuticals as it influences the decision about investing in research or selling generic products. Secondly, the supply chain may have to be reorganized for greater operational efficiency. Situation Analysis Impact of the Situation on Planning Planning is defined as the management function related to the determination of organizational goals and objectives and identifying tasks and resources to achieve those goals (Hill and McShane, 2006). The goal of Olive Pharmaceuticals is to grow its market share and profitabili ty by investing in research and efficient operations. Planning is conducted at different levels such as strategic planning, tactical planning and operational planning. The present situation has implications for planning at all levels. Strategic planning is concerned with decisions about which products to produce and which markets to serve (Carpenter, Bauer, & Erdogan, 2009). In the current situation, where the government is reducing expenditure on pharmaceutical products, the sales of oncology products will become expensive due to high costs. Rationing will further reduce profits while keeping costs the same. On the other hand, sales of generic drugs will increase due to lower prices to the consumer. The planning decisions to be made in this situation include the selection of whether to continue investment in researching new products or market generic drugs to reduce costs and increase sales. This would require careful analysis of the organizational mission and goals. Tactical plann ing is concerned with decisions made at the divisional level. These goals and plans are developed with a view to help the achievement of strategic level goals and plans (Daft, 2013). The challenge of reducing operational costs can be achieved through effective planning at the tactical level with the divisional managers assuming responsibility for staying within the operating budgets for their divisions. Finally, operational level planning is also relevant in the current situ

Job Satisfaction Research Paper Example | Topics and Well Written Essays - 1750 words

Job Satisfaction - Research Paper Example This is because they can be satisfied by challenging, stimulating and absorbing work. The hygiene factors in the Herzberg’s two factor theory correlate with safety, physiological and belonging needs. They postulate that the deficiency and hygiene needs should be satisfied before an employee is motivated by higher needs. Therefore, the hygiene factors represent the needs to avoid physical harm or pain while motivator needs represent the needs for self actualization. The research questions posed in the study relate to issues such as the variety of tasks, promotional opportunities, the coworkers and rate of pay among others. Employees cannot deliver as expected if they are not satisfied with the work they are undertaking. Job satisfaction entails all the positive and negative feelings towards a job that results from various factors that influence an individual’s life. Job satisfaction describes the level of content of an employee to their job. Satisfied employees perform better than unsatisfied ones (Heller, Judge, & Watson, 2002). Lack of job satisfaction is the most prominent factor that determines the performance of an employee. Some of the job design methods used to promote job satisfaction and performance are job rotation, enlargement and enrichment (Plaks, 2011). According to the law of nature, as employees get more, they yearn for more. Therefore, the level of satisfaction remains less. Other factors that influence job satisfaction include management style and culture, and employee empowerment and involvement. The most common method of job satisfaction entails the use of rating scales whereby the employees present their feelings and attitudes regarding their job. Job satisfaction is a significant indicator of how employees feel about their job and predicts work behaviors such as absenteeism, turnover and

Procurement Methods for Design and Construction

Procurement Methods for Design and Construction 1.0 Introduction A client brief has been provided for the development of a new facility in the University of Salford. In this report, a review will be carried out based on the requirements of the client in the brief and critically analyse the potential procurement methods for both the design and construction of the project. Recommendations for the appropriate procurement route and forms of contract supporting by detailed reasons will be suggested in the report. The Client, The University of Salford, is aspiring to become an outstanding University renowned for the quality of its engagement, humanity, global reach and leadership in research, innovation and education. Strategic plan has been developed to achieve the Universitys goal which is to be ranked amongst the very best of UK universities and recognized internationally by 2017. To achieve this objective, the School of the Built Environment is intended to develop a new facility within the university campus. The building is to be a prestigious and high aesthetic facility which will replace an older building in the university. The new proposed building will contain facilities listed as below: State of the art lecture theatres Meeting rooms Extensive classroom and studio facilities Office accommodation Laboratory accommodation Learning Resource Units External works In addition, the Client requires the new facility to be carbon neutral to be in accordance with the University policy. Furthermore, the Client has allocates a budget of  £ 20 million to cover the total development cost of the project. This cost will include construction works, external works, statutory and professional fees. This proposed building must be completed and handover by 1st of August 2012. The completion date is critical as the facility must be ready for the new academic year. In short, the Clients key requirements and objectives of this new build building are listed as follows: New university facility which will realise the Universitys goal to become a high reputable and internationally renowned university. The facility is to be constructed in highest aesthetic and qualitative standards. The budget of the project is  £ 20 million. The construction time is important as the building is needed by 1st of August 2012 at the very latest. To carry out the construction works of this new facility, the Client needs to understand the various procurement methods available for the project. Hence, this report will analyse the key procurement issues for the Client to consider. 2.0 Procurement Assessment Criteria (PAC) Turner (1990) says that ‘the procurement route that is appropriate to the overall balance of objectives and to client priorities for each project should arise from those objectives and priorities. There are several procurement assessment criteria being set as a guide to choose the appropriate method of procurement: Time Complexity Quality Cost Risk Flexibility In this case, three main criteria which are time, cost and quality will be focused and assessed in the following sections for this particular project to find the most suitable procurement route that balance between these three criteria. Figure 2.1: The balance of time, cost and quality 3.0 Traditional Procurement The traditional system, probably the most commonly adopted procurement strategy in UK, sometimes referred as ‘design-bid-build method. This is because the traditional route separates the responsibility for the design of the project from its construction with a ‘tendering period (Cooke Williams, 2009). Initially, the client appoints consultants for design and for cost control and contract administration of the project. After the design is completed, the tender stage starts by using two stage tendering or negotiation to appoint a contractor for the project. The appointed contractor will then enters into a direct contract with the client and responsible to build and deliver the project. The organizational structure of traditional procurement is shown in Figure 3.1. In addition, due to the design must be completed before the tender stage, the cost of construction can be determined with reasonable certainty before the construction commences on site (Morledge, Smith Kashiwagi , 2006). Client Consultant Contractor QS, structural engineer Architect Subcontractor Supplier Figure 3.1: Traditional procurement (Morledge, Smith Kashiwagi, 2006) The traditional procurement is commonly used because of its particular advantages. These advantages are listed as follows: The design is complete before tendering ensures price certainty for the client. The design does not substantially change during construction therefore contract variations can be kept to a minimum. The client able to have direct influence and retains control over the design team, thus quality in the design can be assured. Detailed information such as drawings and Bills of Quantities provide a common basis for tendering and evaluation is relatively easy. The procedures are well known and enabling confidence to be assured in parties which involved throughout the process. Variations and contract changes are relatively easy to handle. Firm contractual date for completion. While this procurement route has its advantages, there are also criticisms. The main disadvantages are: The duration of project may be longer than other procurement methods as the strategies is sequential and construction cannot be commenced before the completion of design. A longer duration of project may make the cost of project higher because of the increased period of interim financing charges and interim payment to the contractor and consultants. These may cause the cost of project exceeds the clients budget. All the design risk is carried by the client. The contractor has no input into the design and planning of the project. The sequential nature of this system can result in poor communication between the client and the project team and can be cause of expensive disputes. 3.1 Cost By adapting this method of procurement, the cost is agreed as a lump sum fixed price between the University and the contractor thus provides overall cost certainty for the University before the construction commences on site. Besides, the project cost can be estimated, monitored and controlled by the Clients cost consultant during the whole project period and therefore large cost overruns will not occur which is an important advantage to the Client. In addition, traditional method could provide the Client value of money. As explained before, since the design stage is completed before the construction, the design and cost consultant team of the Client will corporate to ensure the design is value for money. 3.2 Time With this procurement route, as the design is carried out before the tender process, the length of time spent to develop the design and prepare the tender documents by the consultant team can be very long. This process tends to prevent the construction works to be started on site. In fact, traditional procurement is identified as the slowest method of procurement compare to others. Hence, this is a disadvantage for this new university facility project as the date of completion is critical. 3.3 Quality The traditional procurement provides the high degree of certainty that the quality and aesthetic standards will be met (Masterman, 2002). This is because the University can select the most appropriate design team for this project to complete the design before the tender stage. During the design stage, the University has direct control and influence over the design therefore can ensure the high aesthetic and quality standards for the new facility are fulfilled. 4.0 Design and build Procurement Ashworth (2006) defined design and build as ‘a procurement arrangement where one single entity or consortium is contractually responsible to the client for both the design and construction of the project. In other words, under a design and build strategy, a single contractor takes the risk and responsibility for designing and building the project. The client will employ a design team to carry out some preliminary design or scheme design. The client will then appoint a contractor to assume the responsibility for the design as well as the construction process. The contractor needs to develop the scheme design to a detailed design. Figure 4.1 illustrates the relationships between the parties that involved in the project. In this method of procurement, the construction can start before the detailed design is completed, but at the contractors risk (Morledge, Smith Kashiwagi, 2006). In practice, design and build procurement consist of a range of variable. The two common variants of this type of procurement are client-led design and build and contractor-led design and build. Client Architect or QS advisers Contractor Subcontractor Suppliers Architect and other designers Figure 4.1: Design and build (Morledge, Smith Kashiwagi, 2006) In client-led design and build, also known as develop and construct, a small number of contractors will be invited to tender for the project when the design is virtually completed possibly with full bills of quantities or notional bills. In this procurement route, study of Cooke Williams (2009) indicates that the client is fully involved in the design development and therefore the design risk is taken fully by the client as the contractor has little involvement to the fundamental design. Additionally, the client will be responsible for all design fees from start to ends of the project. There is an alternative to this method which is a popular practice in the construction industry. Once the contract has been awarded, the design team including the clients architect and other members of the design team will be novated to the contractor. In other words, the contractual obligation to complete the detail aspect of design is legally passed over to the contractor. In this way, the client wi ll maintain an interest in the design but the contractor will be responsible to the continuing design fees and the entire design (Cooke Williams, 2009). On the other hand, in contractor-led design and build, the client may provide minimal information in the outline brief to the contractor. Thus, the contractor is fully responsible for the conceptual and detailed design. As a result, the contractor has to produce a building which meets the clients requirement. In this situation, the contractor takes all of the responsibilities, risks and rewards of design. The contractor may provide an in-house design facility or engage independent design teams (Cooke Williams, 2009). It is preferable to appoint a design team coordinator to ensure the flow of information between the design team and the project team. The main advantages of design and build procurement are listed as follows: The client has only to deal with one firm since the contractor provides single-point responsibility for design and construction. Price certainty is obtained before the commencement of construction works provided the clients requirements are adequately specified and changes are not introduced. The total cost of project is usually lesser than other types of procurement systems. The overall project period is reduced because of overlapping activities as construction can be started before the design is completed. Despite its advantages, design and build has many arguments among the practitioners and client of the industry. The drawbacks of this procurement method are: Tender bids are difficult to compare since each design will be different result in different project time and prices. The tender period and negotiation tends to be much longer Changes of client to project scope can be expensive. No guarantee in terms of design and quality because has less control over this aspect. The client may find difficult in preparing an adequate and sufficiently comprehensive brief. 4.1 Cost The design and build approach enables the contractor to be more positive about the final cost to the Client at an earlier stage (Masterman, 2002). The price would be agreed between the Client and the contractor before construction commences on site. Besides, the initial cost and final cost of using this procurement system are usually lower than other procurement approaches. This is mainly because of the reduction in design costs and the integration of design and construction process. However, value for money is difficult to assess in this type of procurement. This is because there is usually limited information available at the tender stage, not to mention there are different methods, designs and services can be offered by the contractor. As a result, the Client may not be able to judge the efficiency of the design. 4.2 Time The specialty of this procurement route is that the contractor is responsible for both design and construction. Therefore, it allows the overlap of design and construction phases thus reduce the overall project period. This would be an advantage for the University because it ensures the construction works of the new facility can be commenced early. According to Masterman (2002), design and build projects have a better record in terms of completion on time. Hence, the University would be able to have the new building ready for new academic year by using this method of procurement. 4.3 Quality This method of procurement would not be a suitable procurement for this high aesthetic and quality standards project. Design and build is belief that most suitable for simple uncomplicated project which the aesthetic and quality of the project is low. The reason for this is that the contractor is responsible to develop the detailed design of the project. In some circumstances, inevitably the contractor will economise the cost of design to boost the profit margins which will caused a negative effect on the project quality. Additionally, in a design and build project, if the Client unable to provide a satisfactory brief, it is possible result in the Clients functional and quality requirements being unsatisfied. 5.0 Management Procurement 5.1 Management Contracting In this procurement strategy, a management contractor is engaged by the client to manage a number of work package subcontractors in return for a fee. Morledge, Smith Kashiwagi (2006) stated that the management contractor has direct contractual links with all of the subcontractors and carries the responsibility for the construction works without actually carrying out that work. In this method of procurement, the works are let in forms of work package and subcontractors will bids competitively for each work package to obtain the work. The relationship between the parties in management contracting is shown in Figure 5.1.1. Client Consultants Contractor QS, structural engineer Architect Work contractor Figure 5.1.1: Management contracting (Morledge, Smith Kashiwagi, 2006) Management contracting is a ‘fast track strategy says Morledge, Smith Kashiwagi (2006). The work package approach allows the maximum overlap design and construction activities. In more general terms, provided that the work package is completed, the subcontractor may starts works on site before all of the design works are completed. Therefore, the overall project period can be reduced. Due to the nature of this type of procurement, cost certainty cannot be achieved until all packages of work is tendered and let. Hence, strict control of the work package budget is essential for the success of the project (Cooke Williams, 2009). In this strategy, the client reimburses the cost of the work packages to the appointed management contractor who will then pay the subcontractors. So, it is important to appoint the management contractor carefully and ensure that the management fee is appropriate. As the common characteristics of management contracting are previously described, the advantages of this procurement route can now identified: Overlapping of the design and construction processes tends to save time for the overall project thus enables earlier completion to be achieved. The nature of the procurement enables the contractor contribution to design and project planning. Changes can be accommodated provided that packages affected have not been let and there is little or no impact on those already let. Quality of the project can be assured as the design can be developed in stages and site supervisor can be appointed to ensure the quality standard is achieved. On the other hand, there are also weaknesses in this procurement method. The disadvantages are listed as follows: Poor price certainty at the early stage and the potential cost commitment depends on the design team estimates. The total cost of project is usually unknown until the project is well into the construction programme. The client must provide a good quality brief to the design team as the design will not be completed until the client has committed significant resources to the project. The client is responsible for the majority of the project risks. Damages of delay are difficult to pin on one subcontractor. 5.2 Construction Management Under a construction management strategy, Morledge, Smith Kashiwagi (2006) points out that the client does not allocate risk and responsibility to a single main contractor. The client employs the design team and appoints a construction manager based on a negotiated fee simply to manage, programme and co-ordinate the design and construction activities carried out by the work package contractors. Unlike the management contracting, the each work package contractors have direct contractual link with the client and is paid directly by the client (see Figure 5.2.1). Client QS, structural engineer Architect Construction manager Trade contractor Trade contractor Figure 5.2.1: Construction management (Morledge, Smith Kashiwagi, 2006) The construction manager will provides professional construction expertise without assuming financial risk because there is no contractual link with design team or work package contractors. Hence, by using this procurement route, Morledge, Smith Kashiwagi (2006) stated that the client has to be involved closely in the design and construction phases and take necessary actions based on the recommendations from the construction manager. Therefore, this method of procurement is not suitable for inexperienced client. It is recommended to use this procurement for large and complex project or a high degree of design innovation where the client wants deep involvement. Basically, the construction contracting has the similar advantages and disadvantages with the management contracting. Therefore, they will not discuss more in this section and please refer to the previous section if necessary. 5.3 Cost The uncertainty of price will be seen as a disadvantage for the management procurement system. However, the benefit of this ‘fast track strategy may result in cost savings and offsetting extra construction costs. Therefore, it could reduce the overall expense of the project. Besides, in this procurement, the cost of the project can be minimised by improving buildability and by work package contractors undertake the works at competitive prices. 5.4 Time For projects which need fast design and construction period, this would be the appropriate type of procurement to be used. The overlapping of design and construction phases will allows an early start of construction works on site and therefore saving in time can be achieved. Since the time of completion is an important issue in this project, the Client would be suggested to consider to adopting this procurement methods. 5.5 Quality Under this procurement route, the quality of the completed project can be achieved which fully meet the Clients needs provided that the design team is working closely with the management contractor on all aspect of the project to ensure he is fully aware of the design constraints as well as the Clients requirements. Besides, due to the management contractor is appointed at the early stage, he will be able to contribute his construction expertise to achieving an efficient quality standard for this project. 6.0 Justification of procurement strategy 6.1 Procurement Matrix After considering and evaluating the options of procurement available for the project, the most appropriate procurement system that suitable for the project can be selected. This can be achieved by assessing and setting the priorities of the project objectives in terms of time, quality and cost and the client attitude to risk. A universal procurement selection technique which is a procurement matrix is employed to help to select an appropriate procurement strategy for this particular project. The Universitys key objectives and requirements of this project are taken into account during the assessment. After completing this procurement matrix, the result shows that Management Contracting would be best suited procurement system for this new university facility project. Please see the attachment for the completed procurement matrix for this project. 6.2 Procurement strategy After a critical analysis of the procurement options as discussed above and completing the procurement matrix, the Management Contracting route is highly recommended to be adopted for this new build facility project. The reasons of this suggestion is being made are discussed as below. 6.2.1 Cost strategy In terms of cost issue, the Management Contracting probably is not the most recommended procurement systems compare to Traditional and Design and Build. This is because it is not the greatest at providing price certainty to ensure the budget of  £ 20 million can be met at the beginning of the project. However, Morledge, Smith Kashiwagi (2006) points out that this does not mean that the Client has less control over the project cost as strict supervision can be exerted over this aspect of the project. Due to that each package of work are being let by competition between contractors, the Client can monitor the cost closely and if necessary, adjust later work packages in order to cover any cost overruns in the previous work package. Furthermore, the University has to appoint the Management Contractor so that he can advise and contribute at the design process based on his professional expertise and carry out value engineering works to ensure the project is being built within the budget. 6.2.2 Time strategy The completion on time is a key requirement of this project. The Client has specifically required that the new facility must be completed on 1st August 2012. Under this circumstance, Management Contracting would be appropriate to meet the deadline. Due to the rapid progress of this procurement which provides overlapping of design and construction phases allows early commencement of works on site and therefore results in time saving. Moreover, the key strategy to ensure the project is completed on time is to make sure that all of the information from the design team is continuously issued on time to the Management Contractor and to ensure that the Management Contractor is always being updated. Hence, these could avoid any misunderstandings and delays during the construction works. Besides, the competency and experience of the Management Contractor will also ensure this ‘fast track procurement can be carried out efficiently. A high level of experience Management Contractor who familiar with this type of procurement route must be appointed so that the works on site are well manage and control throughout the whole process. 6.2.3 Quality strategy The Management Contracting would ensure the required high quality and aesthetic standards of this new build project can be successfully met. This is because this type of procurement method allows the Client to appoint and oversee the design team to develop detailed design which fulfills the specific requirements. Furthermore, to ensure the quality and aesthetic standards of this university facility are met, the Client has to make sure that the design team are aware and focus from the beginning of the project to develop the design based on these commitments. Additionally, all of the detailed drawings and specification produced by the design team must go into the contract between the Client and the Management Contractor so that the requirements of the Client are well informed thus can be managed efficiently the works on site to ensure the requirements are met. 7.0 Form of Contract A contract is defined by Cooke Williams (2009) as a means of formalising the relationship between the contracting parties in which the rights and obligations of the parties are agreed and the balance of risk between the parties established. The contracts also establish how administrative procedures and the serving of formal notices are to be conducted and mechanisms for dealing with contract payments, delays, compensation and disputes says Cooke. There are several of contracts produced by different bodies used in the construction industry but by far the JCT (Joint Contracts Tribunal) is the most popular forms of contract in use. Hence, the JCT 2005 Management Building Contract is recommended to be used in this project. The JCT 2005 Management Building Contract comprises (Hackett, Robinson Statham, 2007): Management Building Contract Management Works Contract Tender Agreement Management Works Contract Conditions Management Work Contract / Employer Agreement Under this forms of contract, the management contractor tenders on the basis of a management fee and the works contract are being let by separate packages when the design of those packages are developed (Cooke Williams, 2009). The management contractor is legally bound with these work package contractors under the Management Works Contract. In other words, the management contractor is responsible to manage the work package contractors. Moreover, during the design stages, the contract also requires the management contractor to cooperate with the consultant team such as architect, engineering and quantity surveyor. In addition, all necessary programmes for execution of the project which includes detailed construction programme are required to prepare by the management contractor (Cooke Williams, 2009). Under the contract, the management contractors duties include maintaining and regularly updating the detailed construction programme. 8.0 Conclusion In conclusion, the Management Contracting is the most suitable procurement route for this project. This procurement system allows the Client to design the new university facility according to his requirements and appoints the Management Contractor to manage the construction works on site. Using the Management Contracting, the price certainty can be achieved with close monitor of the cost of each work packages so that the building can be built within the budget of  £ 20 million. Furthermore, the advantage of this ‘fast track procurement method tends to meet the time of completion for this project. Last but not least, since this is a prestigious project, this type of procurement route ensure the high quality and aesthetic standards are met in accordance with the Clients requirements. With these, it is recommended for the University to adopt the Management Contracting as the method of procurement to maximise the success of the project. Procurement Methods for Design and Construction Procurement Methods for Design and Construction 1.0 Introduction A client brief has been provided for the development of a new facility in the University of Salford. In this report, a review will be carried out based on the requirements of the client in the brief and critically analyse the potential procurement methods for both the design and construction of the project. Recommendations for the appropriate procurement route and forms of contract supporting by detailed reasons will be suggested in the report. The Client, The University of Salford, is aspiring to become an outstanding University renowned for the quality of its engagement, humanity, global reach and leadership in research, innovation and education. Strategic plan has been developed to achieve the Universitys goal which is to be ranked amongst the very best of UK universities and recognized internationally by 2017. To achieve this objective, the School of the Built Environment is intended to develop a new facility within the university campus. The building is to be a prestigious and high aesthetic facility which will replace an older building in the university. The new proposed building will contain facilities listed as below: State of the art lecture theatres Meeting rooms Extensive classroom and studio facilities Office accommodation Laboratory accommodation Learning Resource Units External works In addition, the Client requires the new facility to be carbon neutral to be in accordance with the University policy. Furthermore, the Client has allocates a budget of  £ 20 million to cover the total development cost of the project. This cost will include construction works, external works, statutory and professional fees. This proposed building must be completed and handover by 1st of August 2012. The completion date is critical as the facility must be ready for the new academic year. In short, the Clients key requirements and objectives of this new build building are listed as follows: New university facility which will realise the Universitys goal to become a high reputable and internationally renowned university. The facility is to be constructed in highest aesthetic and qualitative standards. The budget of the project is  £ 20 million. The construction time is important as the building is needed by 1st of August 2012 at the very latest. To carry out the construction works of this new facility, the Client needs to understand the various procurement methods available for the project. Hence, this report will analyse the key procurement issues for the Client to consider. 2.0 Procurement Assessment Criteria (PAC) Turner (1990) says that ‘the procurement route that is appropriate to the overall balance of objectives and to client priorities for each project should arise from those objectives and priorities. There are several procurement assessment criteria being set as a guide to choose the appropriate method of procurement: Time Complexity Quality Cost Risk Flexibility In this case, three main criteria which are time, cost and quality will be focused and assessed in the following sections for this particular project to find the most suitable procurement route that balance between these three criteria. Figure 2.1: The balance of time, cost and quality 3.0 Traditional Procurement The traditional system, probably the most commonly adopted procurement strategy in UK, sometimes referred as ‘design-bid-build method. This is because the traditional route separates the responsibility for the design of the project from its construction with a ‘tendering period (Cooke Williams, 2009). Initially, the client appoints consultants for design and for cost control and contract administration of the project. After the design is completed, the tender stage starts by using two stage tendering or negotiation to appoint a contractor for the project. The appointed contractor will then enters into a direct contract with the client and responsible to build and deliver the project. The organizational structure of traditional procurement is shown in Figure 3.1. In addition, due to the design must be completed before the tender stage, the cost of construction can be determined with reasonable certainty before the construction commences on site (Morledge, Smith Kashiwagi , 2006). Client Consultant Contractor QS, structural engineer Architect Subcontractor Supplier Figure 3.1: Traditional procurement (Morledge, Smith Kashiwagi, 2006) The traditional procurement is commonly used because of its particular advantages. These advantages are listed as follows: The design is complete before tendering ensures price certainty for the client. The design does not substantially change during construction therefore contract variations can be kept to a minimum. The client able to have direct influence and retains control over the design team, thus quality in the design can be assured. Detailed information such as drawings and Bills of Quantities provide a common basis for tendering and evaluation is relatively easy. The procedures are well known and enabling confidence to be assured in parties which involved throughout the process. Variations and contract changes are relatively easy to handle. Firm contractual date for completion. While this procurement route has its advantages, there are also criticisms. The main disadvantages are: The duration of project may be longer than other procurement methods as the strategies is sequential and construction cannot be commenced before the completion of design. A longer duration of project may make the cost of project higher because of the increased period of interim financing charges and interim payment to the contractor and consultants. These may cause the cost of project exceeds the clients budget. All the design risk is carried by the client. The contractor has no input into the design and planning of the project. The sequential nature of this system can result in poor communication between the client and the project team and can be cause of expensive disputes. 3.1 Cost By adapting this method of procurement, the cost is agreed as a lump sum fixed price between the University and the contractor thus provides overall cost certainty for the University before the construction commences on site. Besides, the project cost can be estimated, monitored and controlled by the Clients cost consultant during the whole project period and therefore large cost overruns will not occur which is an important advantage to the Client. In addition, traditional method could provide the Client value of money. As explained before, since the design stage is completed before the construction, the design and cost consultant team of the Client will corporate to ensure the design is value for money. 3.2 Time With this procurement route, as the design is carried out before the tender process, the length of time spent to develop the design and prepare the tender documents by the consultant team can be very long. This process tends to prevent the construction works to be started on site. In fact, traditional procurement is identified as the slowest method of procurement compare to others. Hence, this is a disadvantage for this new university facility project as the date of completion is critical. 3.3 Quality The traditional procurement provides the high degree of certainty that the quality and aesthetic standards will be met (Masterman, 2002). This is because the University can select the most appropriate design team for this project to complete the design before the tender stage. During the design stage, the University has direct control and influence over the design therefore can ensure the high aesthetic and quality standards for the new facility are fulfilled. 4.0 Design and build Procurement Ashworth (2006) defined design and build as ‘a procurement arrangement where one single entity or consortium is contractually responsible to the client for both the design and construction of the project. In other words, under a design and build strategy, a single contractor takes the risk and responsibility for designing and building the project. The client will employ a design team to carry out some preliminary design or scheme design. The client will then appoint a contractor to assume the responsibility for the design as well as the construction process. The contractor needs to develop the scheme design to a detailed design. Figure 4.1 illustrates the relationships between the parties that involved in the project. In this method of procurement, the construction can start before the detailed design is completed, but at the contractors risk (Morledge, Smith Kashiwagi, 2006). In practice, design and build procurement consist of a range of variable. The two common variants of this type of procurement are client-led design and build and contractor-led design and build. Client Architect or QS advisers Contractor Subcontractor Suppliers Architect and other designers Figure 4.1: Design and build (Morledge, Smith Kashiwagi, 2006) In client-led design and build, also known as develop and construct, a small number of contractors will be invited to tender for the project when the design is virtually completed possibly with full bills of quantities or notional bills. In this procurement route, study of Cooke Williams (2009) indicates that the client is fully involved in the design development and therefore the design risk is taken fully by the client as the contractor has little involvement to the fundamental design. Additionally, the client will be responsible for all design fees from start to ends of the project. There is an alternative to this method which is a popular practice in the construction industry. Once the contract has been awarded, the design team including the clients architect and other members of the design team will be novated to the contractor. In other words, the contractual obligation to complete the detail aspect of design is legally passed over to the contractor. In this way, the client wi ll maintain an interest in the design but the contractor will be responsible to the continuing design fees and the entire design (Cooke Williams, 2009). On the other hand, in contractor-led design and build, the client may provide minimal information in the outline brief to the contractor. Thus, the contractor is fully responsible for the conceptual and detailed design. As a result, the contractor has to produce a building which meets the clients requirement. In this situation, the contractor takes all of the responsibilities, risks and rewards of design. The contractor may provide an in-house design facility or engage independent design teams (Cooke Williams, 2009). It is preferable to appoint a design team coordinator to ensure the flow of information between the design team and the project team. The main advantages of design and build procurement are listed as follows: The client has only to deal with one firm since the contractor provides single-point responsibility for design and construction. Price certainty is obtained before the commencement of construction works provided the clients requirements are adequately specified and changes are not introduced. The total cost of project is usually lesser than other types of procurement systems. The overall project period is reduced because of overlapping activities as construction can be started before the design is completed. Despite its advantages, design and build has many arguments among the practitioners and client of the industry. The drawbacks of this procurement method are: Tender bids are difficult to compare since each design will be different result in different project time and prices. The tender period and negotiation tends to be much longer Changes of client to project scope can be expensive. No guarantee in terms of design and quality because has less control over this aspect. The client may find difficult in preparing an adequate and sufficiently comprehensive brief. 4.1 Cost The design and build approach enables the contractor to be more positive about the final cost to the Client at an earlier stage (Masterman, 2002). The price would be agreed between the Client and the contractor before construction commences on site. Besides, the initial cost and final cost of using this procurement system are usually lower than other procurement approaches. This is mainly because of the reduction in design costs and the integration of design and construction process. However, value for money is difficult to assess in this type of procurement. This is because there is usually limited information available at the tender stage, not to mention there are different methods, designs and services can be offered by the contractor. As a result, the Client may not be able to judge the efficiency of the design. 4.2 Time The specialty of this procurement route is that the contractor is responsible for both design and construction. Therefore, it allows the overlap of design and construction phases thus reduce the overall project period. This would be an advantage for the University because it ensures the construction works of the new facility can be commenced early. According to Masterman (2002), design and build projects have a better record in terms of completion on time. Hence, the University would be able to have the new building ready for new academic year by using this method of procurement. 4.3 Quality This method of procurement would not be a suitable procurement for this high aesthetic and quality standards project. Design and build is belief that most suitable for simple uncomplicated project which the aesthetic and quality of the project is low. The reason for this is that the contractor is responsible to develop the detailed design of the project. In some circumstances, inevitably the contractor will economise the cost of design to boost the profit margins which will caused a negative effect on the project quality. Additionally, in a design and build project, if the Client unable to provide a satisfactory brief, it is possible result in the Clients functional and quality requirements being unsatisfied. 5.0 Management Procurement 5.1 Management Contracting In this procurement strategy, a management contractor is engaged by the client to manage a number of work package subcontractors in return for a fee. Morledge, Smith Kashiwagi (2006) stated that the management contractor has direct contractual links with all of the subcontractors and carries the responsibility for the construction works without actually carrying out that work. In this method of procurement, the works are let in forms of work package and subcontractors will bids competitively for each work package to obtain the work. The relationship between the parties in management contracting is shown in Figure 5.1.1. Client Consultants Contractor QS, structural engineer Architect Work contractor Figure 5.1.1: Management contracting (Morledge, Smith Kashiwagi, 2006) Management contracting is a ‘fast track strategy says Morledge, Smith Kashiwagi (2006). The work package approach allows the maximum overlap design and construction activities. In more general terms, provided that the work package is completed, the subcontractor may starts works on site before all of the design works are completed. Therefore, the overall project period can be reduced. Due to the nature of this type of procurement, cost certainty cannot be achieved until all packages of work is tendered and let. Hence, strict control of the work package budget is essential for the success of the project (Cooke Williams, 2009). In this strategy, the client reimburses the cost of the work packages to the appointed management contractor who will then pay the subcontractors. So, it is important to appoint the management contractor carefully and ensure that the management fee is appropriate. As the common characteristics of management contracting are previously described, the advantages of this procurement route can now identified: Overlapping of the design and construction processes tends to save time for the overall project thus enables earlier completion to be achieved. The nature of the procurement enables the contractor contribution to design and project planning. Changes can be accommodated provided that packages affected have not been let and there is little or no impact on those already let. Quality of the project can be assured as the design can be developed in stages and site supervisor can be appointed to ensure the quality standard is achieved. On the other hand, there are also weaknesses in this procurement method. The disadvantages are listed as follows: Poor price certainty at the early stage and the potential cost commitment depends on the design team estimates. The total cost of project is usually unknown until the project is well into the construction programme. The client must provide a good quality brief to the design team as the design will not be completed until the client has committed significant resources to the project. The client is responsible for the majority of the project risks. Damages of delay are difficult to pin on one subcontractor. 5.2 Construction Management Under a construction management strategy, Morledge, Smith Kashiwagi (2006) points out that the client does not allocate risk and responsibility to a single main contractor. The client employs the design team and appoints a construction manager based on a negotiated fee simply to manage, programme and co-ordinate the design and construction activities carried out by the work package contractors. Unlike the management contracting, the each work package contractors have direct contractual link with the client and is paid directly by the client (see Figure 5.2.1). Client QS, structural engineer Architect Construction manager Trade contractor Trade contractor Figure 5.2.1: Construction management (Morledge, Smith Kashiwagi, 2006) The construction manager will provides professional construction expertise without assuming financial risk because there is no contractual link with design team or work package contractors. Hence, by using this procurement route, Morledge, Smith Kashiwagi (2006) stated that the client has to be involved closely in the design and construction phases and take necessary actions based on the recommendations from the construction manager. Therefore, this method of procurement is not suitable for inexperienced client. It is recommended to use this procurement for large and complex project or a high degree of design innovation where the client wants deep involvement. Basically, the construction contracting has the similar advantages and disadvantages with the management contracting. Therefore, they will not discuss more in this section and please refer to the previous section if necessary. 5.3 Cost The uncertainty of price will be seen as a disadvantage for the management procurement system. However, the benefit of this ‘fast track strategy may result in cost savings and offsetting extra construction costs. Therefore, it could reduce the overall expense of the project. Besides, in this procurement, the cost of the project can be minimised by improving buildability and by work package contractors undertake the works at competitive prices. 5.4 Time For projects which need fast design and construction period, this would be the appropriate type of procurement to be used. The overlapping of design and construction phases will allows an early start of construction works on site and therefore saving in time can be achieved. Since the time of completion is an important issue in this project, the Client would be suggested to consider to adopting this procurement methods. 5.5 Quality Under this procurement route, the quality of the completed project can be achieved which fully meet the Clients needs provided that the design team is working closely with the management contractor on all aspect of the project to ensure he is fully aware of the design constraints as well as the Clients requirements. Besides, due to the management contractor is appointed at the early stage, he will be able to contribute his construction expertise to achieving an efficient quality standard for this project. 6.0 Justification of procurement strategy 6.1 Procurement Matrix After considering and evaluating the options of procurement available for the project, the most appropriate procurement system that suitable for the project can be selected. This can be achieved by assessing and setting the priorities of the project objectives in terms of time, quality and cost and the client attitude to risk. A universal procurement selection technique which is a procurement matrix is employed to help to select an appropriate procurement strategy for this particular project. The Universitys key objectives and requirements of this project are taken into account during the assessment. After completing this procurement matrix, the result shows that Management Contracting would be best suited procurement system for this new university facility project. Please see the attachment for the completed procurement matrix for this project. 6.2 Procurement strategy After a critical analysis of the procurement options as discussed above and completing the procurement matrix, the Management Contracting route is highly recommended to be adopted for this new build facility project. The reasons of this suggestion is being made are discussed as below. 6.2.1 Cost strategy In terms of cost issue, the Management Contracting probably is not the most recommended procurement systems compare to Traditional and Design and Build. This is because it is not the greatest at providing price certainty to ensure the budget of  £ 20 million can be met at the beginning of the project. However, Morledge, Smith Kashiwagi (2006) points out that this does not mean that the Client has less control over the project cost as strict supervision can be exerted over this aspect of the project. Due to that each package of work are being let by competition between contractors, the Client can monitor the cost closely and if necessary, adjust later work packages in order to cover any cost overruns in the previous work package. Furthermore, the University has to appoint the Management Contractor so that he can advise and contribute at the design process based on his professional expertise and carry out value engineering works to ensure the project is being built within the budget. 6.2.2 Time strategy The completion on time is a key requirement of this project. The Client has specifically required that the new facility must be completed on 1st August 2012. Under this circumstance, Management Contracting would be appropriate to meet the deadline. Due to the rapid progress of this procurement which provides overlapping of design and construction phases allows early commencement of works on site and therefore results in time saving. Moreover, the key strategy to ensure the project is completed on time is to make sure that all of the information from the design team is continuously issued on time to the Management Contractor and to ensure that the Management Contractor is always being updated. Hence, these could avoid any misunderstandings and delays during the construction works. Besides, the competency and experience of the Management Contractor will also ensure this ‘fast track procurement can be carried out efficiently. A high level of experience Management Contractor who familiar with this type of procurement route must be appointed so that the works on site are well manage and control throughout the whole process. 6.2.3 Quality strategy The Management Contracting would ensure the required high quality and aesthetic standards of this new build project can be successfully met. This is because this type of procurement method allows the Client to appoint and oversee the design team to develop detailed design which fulfills the specific requirements. Furthermore, to ensure the quality and aesthetic standards of this university facility are met, the Client has to make sure that the design team are aware and focus from the beginning of the project to develop the design based on these commitments. Additionally, all of the detailed drawings and specification produced by the design team must go into the contract between the Client and the Management Contractor so that the requirements of the Client are well informed thus can be managed efficiently the works on site to ensure the requirements are met. 7.0 Form of Contract A contract is defined by Cooke Williams (2009) as a means of formalising the relationship between the contracting parties in which the rights and obligations of the parties are agreed and the balance of risk between the parties established. The contracts also establish how administrative procedures and the serving of formal notices are to be conducted and mechanisms for dealing with contract payments, delays, compensation and disputes says Cooke. There are several of contracts produced by different bodies used in the construction industry but by far the JCT (Joint Contracts Tribunal) is the most popular forms of contract in use. Hence, the JCT 2005 Management Building Contract is recommended to be used in this project. The JCT 2005 Management Building Contract comprises (Hackett, Robinson Statham, 2007): Management Building Contract Management Works Contract Tender Agreement Management Works Contract Conditions Management Work Contract / Employer Agreement Under this forms of contract, the management contractor tenders on the basis of a management fee and the works contract are being let by separate packages when the design of those packages are developed (Cooke Williams, 2009). The management contractor is legally bound with these work package contractors under the Management Works Contract. In other words, the management contractor is responsible to manage the work package contractors. Moreover, during the design stages, the contract also requires the management contractor to cooperate with the consultant team such as architect, engineering and quantity surveyor. In addition, all necessary programmes for execution of the project which includes detailed construction programme are required to prepare by the management contractor (Cooke Williams, 2009). Under the contract, the management contractors duties include maintaining and regularly updating the detailed construction programme. 8.0 Conclusion In conclusion, the Management Contracting is the most suitable procurement route for this project. This procurement system allows the Client to design the new university facility according to his requirements and appoints the Management Contractor to manage the construction works on site. Using the Management Contracting, the price certainty can be achieved with close monitor of the cost of each work packages so that the building can be built within the budget of  £ 20 million. Furthermore, the advantage of this ‘fast track procurement method tends to meet the time of completion for this project. Last but not least, since this is a prestigious project, this type of procurement route ensure the high quality and aesthetic standards are met in accordance with the Clients requirements. With these, it is recommended for the University to adopt the Management Contracting as the method of procurement to maximise the success of the project.

Identity Theft :: Journalistic Essays

Identity Theft Everyone loves shopping online, you save time, not exactly money, but who cares when its holiday time, at least you won’t need to fight for a parking spot in the hectic malls. Growing up in America’s technological day and age, almost everyone has a computer or at least knows how to operate one. People like the easy way out, and it has its benefits. Year by year, things seem to get easier and easier. Therefore, people are getting lazier. Well, I say, goodbye â€Å"laziness†, and hello â€Å"being aware of where you place those important documents†. There’s very little you can do to prevent it, and you won’t know it’s happened to you until it’s too late. Identity theft is currently the fastest growing type of robbery in the United States. When a person steals someone’s identification documents without them knowing, and uses their information, the crime is called â€Å"Identity Theft†. â€Å"About one in five victims knows the identity thief as a relative, roommate, neighbor, or coworker, according to the FTC ID Theft Data Clearinghouse report, says reporter Isham Jones for Realtor Magazine Online. There are two main types of identity fraud that enables people to steal your identity. They are financial fraud, being the most widespread including credit card, bank, telecommunications, tax refund, and several other types of scams. Criminal activity is the other type fraud that involves taking someone’s identity and using it to commit heinous crimes. â€Å"Identity theft accounted for 42 percent of the thousands of consumer complaints reported to the FTC in 2001. The FTC processes these complaints through Consumer Sentinel, an electronic clearinghouse available to investigative groups such as the FBI and the U.S. Secret Service as well as to similar groups in other countries†, reports Waterline reporter Carole W. Butler. There are many laws that lash out against identity theft and help protect you against it, but it doesn’t seem like its scaring any of the criminals. ID theft is still the number one crime in America!!! Identity theft can happen to anyone, and to avoid being put in a situation like this one you have to review your Credit report at least once a year. Purchase a shredder to shred all documents with personal information before throwing them away. Be responsible over every bank statement, and keep them under close watch. Don’t send mail using your unsecured mailbox. Have your social security number changed if it is the same as your driver’s license number.

Leadership Experience

Leadership experience I naturaly very communicative person and can get on with people easily. This make people around me to feel comfortable and more open. As a result it gives me an opportunity to encourage and enspire them to achieve goal. I have experienced leadership position in high school by organising various event which need to operate defferent tasks and motivate my collegue to work. Afterwards, in my recent summer internship, I explored my leadership potential by being able to conrol people at my work place during compliting the task, evethough I was a new member of company.I very value fairness. In my high school teacher were putting the grades unfairly. It was depending on personal connections, whereas meant to level of knowledge and hard work done. At the end of the studying year my tutor came to a few students and asked them to buy some presents or flowers for those teachers who did put a lower grade. So I was very unhappy about this situation, some students were studyi ng harder but got lower result. If it continuous students might not have too much interest and motivation.I came to my tutor and explained that everyone aware of their way of putting grades. I made an appointment with priciple and told him about situation and asked for some actions against this. As a result he took more close surepvisory under tutors and other teachers. I am very interested on traveling. In my young age I visited various parts of the World. I have seen developing Bali/Seichells Island/Botswana/Zimbabve/Jamaica/Cuba, progressing South Africa/Mexico/Argentina/Cayman Islands, competative Brazil and other countries.It gives me an overview of differce between regions. It is not only about language it about the whole culture. It is interesting to watch how some countries developing whereas other are already developed and fight for market place I would like to apply my theoretic knowledge into the practice. Also, I am very communicative person and I find it usefull to meet with different people in order to exchange the knowledge, ideas and expereince and I believe that Royal Bank of Scotland will be able to provide it for me!