Desktop Publishing - skating brochure Essay Example for Free

Desktop Publishing skating brochure Essay The Manager a new skate park in Preston Mr. Daniels (Preston Skate Park) has asked me to produce a brochure for the new release of the park to attract as much publicity as possible to hand out around Preston this will include prices, opening hours and information about the park e. g. location. Before this idea he used to just put a few posters up displaying the information. To produce this poster the manger used to just design the posters by hand and photocopy them. This is one manual way of designing the poster the new way will look better\professional and will be a lot easier to produce. There are a number of possible methods of solving this problem. I could use page plus, Coral Draw, Paint or Microsoft Publisher these are all very good desktop publishing programs. I could use Microsoft Paint but there is no word art/ Clip art and other very useful features it is also very difficult to edit when it is there and is just not very easy to use. The only quick and simple solution would be to use a desktop publishing like Microsoft Publisher because this is the only one the school has and most of my work will be done there. The manager of Preston Skate Park wants the following to appear the brochure: The brochure should attract more attention by have lots of different colours   Information on the opening times and costs per hour   Reviews of the top skaters that have visited the park.   Their text should be clear for people to read.   The brochure should look as professional as possible   It should include pictures of the park All of these can be done very easily in Microsoft Publisher and use from a program such as paint to customize the pictures. All so I may use internet explorer (web browser) to gather more information and pictures. I will also be using camera\scanner to get picture of the skaters. Analyse I have decided to use Microsoft Publisher to solve the problem that the manager of Preston Skate Park. This will allow me to solve all of the problems set in the identify section. Other software and hardware that I will include: Software Reason Paint Shop Pro To alter some of the images downloaded from the net, taken from clipart, to alter photographs and create my own camera software To transfer the images from the camera onto disk Internet Explorer The internet browser that I will use @ school/home to get information on the show and collect various images. Scanner Software To scan images of skaters Hardware Reason Fuji Finepix 2600 To take pictures of the console and pads Canon CanoScan To scan images from magazines HP DeskJet 1220PS To print the images so that the manager of eclipse can check the layout Input I will be collecting information from a number of sources. This includes: Getting all the information that the manager knows about the park. Meeting the skaters of the park asking them what they think. Pictures of the Skate Park from the Internet, camera and scanner. Processing The thing I may have to do to my project Front Size/Style of writhing (easy to read)   Front colour is adjusted so it stands out against the background   Keep the text the same size/font all the way through to make it look more professional   Make background as interesting and as eye-catching as possible   The digital pictures will need processing (Either by using paint shop pro to adjust the colours or the cropping tool in Publisher) Crop all images used to size needed Output The main output will be a 4-side brochure. I will print out an example of the brochure for the manager to check. Backup/Security. Since the majority of the work will be done at school where the work will be saved on the school network. This means that the work will be backed up every night. During a lesson I will save my work regularly just in case the power fails or if theres a problem with the computer. Once the presentation has been installed, the computer that runs the program is locked away so that no one can alter the programme. At the skate park I doubt the computers will all be linked up to a main server like at school. So to ensure the data is safe they will have to be regally backed up to cdrw/dvdrw or zip drive to ensure the data is safe.

Liquid Liquid Equilibrium of Pold (Ethylene Glycol)

Liquid Liquid Equilibrium of Pold (Ethylene Glycol) LiquidLiquid Equilibrium of Poly (ethylene glycol) 1500 + di-Potassium Tartrate +Water at different pH (6.41, 7.74 and 9.05) Alireza Barani Chemical Engineering Department,Faculty of Engineering, Shomal University, Amol, PO Box 731, Iran Mohsen Pirdashti[1] Chemical Engineering Department,Faculty of Engineering, Shomal University, Amol, PO Box 731, Iran Abbas Ali Rostami Chemical Engineering Department,Faculty of Engineering, Shomal University, Amol, PO Box 731, Iran Abstract: Liquid liquid equilibrium (LLE) data have been determined for aqueous two-phase systems (ATPSs) containing (ATPS) poly (ethylene glycol) (PEG) 1500 +di potassium tartrate +water at 298.15 K and in various pH values (6.41, 7.74 and 9.05). Two physical properties (density and refractive index) were used to obtain the compositions of phase and the ends of the tie-lines. The effect of pH on the binodal curve, tie-line length and slope of tie line are discussed. The binodal curves of these systems have been correlated by Bleasdales equation. Furthermore, the Othmer-Tobias and Bancroft equations was used to correlate the tie line data points. Finally, the effective excluded volume (EEV) of the salt into the PEG aqueous solution were obtained. Keywords: ATPS; Phase diagram; pH; Refractive index; Poly(ethylene glycol); di potassium tartrate Introduction The dissolving of one polymer and one salt or two aqueous polymer solutions together in water results in the formation of two immiscible aqueous phases systems, called Aqueous Two-Phase Systems (ATPSs). Albertson introduced these systems in 1965 for the purpose of separating the biological materials1. Several industries can benefit from employing ATPS including biotechnology, petroleum, paint, adhesives, and pharmaceuticals 2, 3. Moreover, the ATPS is effective in providing separation technique due to its undemanding scale-up viability 4-6, economic efficiency7, 8, ease of continuous process 9, decreased interfacial tension 10, short processing time 11, low energy consumption 12, 13, good resolution 14, high yield 15, relatively high load capacity 16, and selective extraction 17. The data derived from phase diagram, composition and the physical properties of the phase formation are essential in order to optimize, design and increase the size of these processes; and develop the models that predict phase partitioning18-20. Poly Ethylene Glycol (PEG) is a water-soluble hydrophilic and biocompatible polymer employed by the studies about ATPS 21. Accordingly, Selber et al. (2004) 3 provided a useful summary of experimental liquid-liquid data and equilibrium diagrams for systems including PEG, inorganic salts and water. Peng et al.10 (1995) investigated the phase diagram and protein partition coefficient in ATPS containing PEG and K2HPO4 + KH2PO4 and found some merits in this polymer-salt system. Furthermore, several studies 22-27 have focused on the Liquid-Liquid Equilibrium (LLE) data of PEG + salt ATPSs. Zafarani-Moattar et al. (2008) indicated some advantages of using tartrate such as biodegradability and effectiveness in partitioning of biological materials through being discharged into biological waste water treatment plants 27. In the current study, the phase equilibrium data for PEG1500 +di-potassium tartrate (K2C4H4O6 ) +H2O were determined at 298.15K and th ree pH values (6.41 , 7.74, and 9.05). In addition, the effects of pH on the binodal curve and Tie-Line Length (TLL) and Slope of Tie Line (STL) were determined. Likewise, the calibration curves were applied as an analytical technique [MN1]with measuring the density and refractive index. Finally, Othmer-Tobias and Bancroft equations 28 were used to fit the tie- line data and Bleasdales equation was employed 29 to correlate the experimental LLE data from the investigated systems. Experimental Materials To prepare the materials, PEG [HO (C2H4O) n H] with average of 1500 gmol-1 and di potassium tartrate with minimum purity of 99.5% by mass were obtained from Merck. The polymer and salts were used without further purification with the distilled deionized water. 2.2. Apparatus and Procedure. 2.2.1. Analytical Methods The same method of calibration plots and evaluation of parameters in the literatures 30 were employed to obtain the compositions in both phases from measurements of the two physical properties (density and refractive index) at 298.15 K. in order to obtain the compositions, calibration equations were previously obtained. Homogeneous ternary mixtures with compositions from 0 to 30 wt% (total solute composition) were prepared by weight, and then density and refractive index were measured at 298.15 K. the concentration of PEG and salt were obtained using eq 1, which related the refractive index and density to the concentration of salt and PEG at 298.15 K, where represents the mass fraction of PEG, is the mass fraction of di-potassium tartrate, and is the value of the refractive index and density of pure water at 298.15 K. Experimental data were fitted to polynomial expansions up to order 2 by least-squares (order 3 was proved unnecessary in all cases 23: (1) Where Z is the physical property (density or refractive index) and to are fitting parameters. The refractive index was determined by refractive index measurements at 298.15 K using a refractometer (CETI Belgium model) with an accuracy of 0.0001. Then, densities was measured by using an Anton Paar oscillation U-tube densitometer (model: DMA 500) with a precision of  ±10-4 g.cm-3. 2.2.2. Binodal Curve The experimental apparatus employed is similar to the one used previously 31. A glass vessel, volume of 25 cm3 was used to carry out the equilibrium determination. It was provided with an external jacket containing water at constant temperature. The temperature was controlled to within +-0.05 K. The binodal curves were determined by the cloud-point method 32. The cloud-point method was investigated by titration method where step by step and exactly known amounts of polymer (titrant) was added to an aqueous solution salt of known concentration (or vice versa) under stirring until the solution becomes cloudy. 2.2.3. The TLL and STL Tie lines were also determined using the equilibrium set designed by ourselves and according to previously described procedures [14]. For the determination of the tie lines, we selected 4 samples for each pH that were prepared by mixing appropriate amounts of PEG, salt, and water in the vessels. Samples were stirred for 5 min and settled for 24 h, with temperature controlling condition, to ensure that equilibrium was established. To separate the resulting phases, the tubes were centrifuged (Hermle Z206A, Germany) at 6000 rpm for 5 min. The resulted phases showed no turbidity and the top and bottom samples were easily separated. After the equilibrium was achieved, phases were with- drawn using syringes. The top phase was sampled first, with care being taken to leave a layer of material at least 0.5 cm thick above the interface. The bottom phase was remain in the glass vessel with a long needle. TLL provides an empirical measurement of the compositions of the two phases, which can be c alculated by the following equation: TLL= (2) Where and denote the concentration of PEG and salt in top and bottom phase, and STL is given by the ratio of the difference between the polymer and salt concentrations in the top and bottom phases as presented in Eq. 3: STL= (3) Where and are the polymer and salt concentrations, expressed in mass percent, respectively, and the superscripts T and B designate the top and bottom phases, respectively. 2.2.4.Binodal Curve and TLL Correlation For the binodal data correlation, the Bleasdales equation [27] can be suitably used to reproduce the binodal curves of the investigated systems (4) Where a, b, and c represent the fitting parameters and and demonstrate the polymer and salt mass fractions, respectively. The binodal data of the above expression were correlated by least-squares regression. The reliability of the measured tie-line compositions was ascertained by Othmer-Tobias (Eq. 5) and Bancroft (Eq. 6) correlation equations (5) (6) Where is the mass fraction of polymer in the top phase, is the mass fraction of salt in the bottom phase, and are the mass fractions of water in the bottom and top phases, respectively, and , , , and are the adjusted parameters. Besides, the obtained experimental data can also adapt to the equation provided by Guan and co-workers33 Ln (.WPEG/ ) + ./ = 0 (7) Where and stand for the polymer and salt molecular weight, respectively. Moreover, V* is the Effective Excluded Volume (EEV) of the salt in the PEG aqueous solution. Results and Discussion Fitting parameters of calibration equation The values of the coefficients a, b, c, d, e and f for the system studied are shown in table 1, respectively. Table 1.The value of the coefficients observed from eq. 1. 1.3341 0.0581 0.1302 -0.0718 0.2257 0.3882 à Ã‚ /g.cm3 0.9842 0.6783 0.1761 0.0098 0.1643 0.1018 Binodal Curve The binodal curve data of the PEG + di-potassium tartrate + H2O system are presented in Table 2. Table 2. Binodal curve data of the PEG 1500 + di-potassium tartrate+ water system at 298.15 K and 0.1 MPa at different pH values 42.71 9.01 27.75 10.49 43.43 10.49 39.57 9.50 45.58 7.20 43.67 7.20 35.50 10.21 42.04 7.80 41.88 7.80 34.48 10.32 39.31 8.30 39.51 8.30 28.54 11.58 35.77 9.01 28.93 9.01 33.70 10.55 23.88 12.01 22.04 12.2 23.17 13.01 16.18 14.77 19.89 14.77 17.07 15.01 13.94 15.73 16.53 15.73 14.25 16.21 13.42 16.05 14.53 16.05 12.11 17.02 11.75 16.91 12.55 16.91 11.28 17.52 7.59 19.71 11.16 19.71 7.01 21.01 6.90 20.36 9.19 20.36 6.17 21.64 5.29 23.19 8.10 23.19 5.85 22.01 5.03 22.24 7.45 22.24 5.06 27.53 4.74 24.01 6.76 24.01 4.65 23.50 4.32 24.70 5.80 24.70 3.17 26.01 3.62 26.01 4.99 26.02 Standard uncertainties: u(wi) = 0.002; u(P) = 5 kPa; u(T) = 0.05 K. Figure 1 shows the binodal curves obtained from Bleasdales equation. The effect of pH is clear: very small on the size of the heterogeneous region. This trend is in agreement with the experimental results of de Oliveira [12] and Martins [15]. Figure 1. Phase diagram of the PEG (1500) + di-potassium tartrate + water (3) two-phase system at T = 298.15 K and various pH (6.41, 7.74 and 9.05): (à ¢-  ) experimental binodal (6.41(pink), 7.74(blue) and 9.05 (green); (à ¢- ²) calculated binodal using Bleasdales equation (3). TLL and STL Tie line compositions are given in Table 4. Figure 2 presents the tie lines and the binodal curve together for the PEG + di-potassium tartrate + water system at 298.15 K. Figure2. Phase diagram of the PEG + di-potassim tartrate + water two-phase system at T = 298.15 K and pH 6.41 (a), 7.74 (b) and 9.05 (c) : (-à ¢- ²-) experimental binodal; ; (- -à ¢- - -) calculated by using eq. 4. Table 4. Phase composition, tie-line data and physical properties of PEG 1500 + di-potassium tartrate+ water aqueous two-phase system at 298.15 K and 0.1 MPa Total System (%mass) Top phase Bottom phase 6.41 17 20 10.55 33.70 1.1217 1.3922 23.50 4.65 1.1620 1.3703 31.80 2.24 17 21 10.21 35.50 1.1226 1.3936 24.01 4.31 1.1652 1.3705 34.10 2.26 18 20 9.50 39.57 1.1252 1.3965 25.01 3.70 1.1716 1.3710 39.07 2.31 18 21 9.01 42.65 1.1275 1.3985 26.01 3.17 1.1782 1.3717 42.97 2.32 7.74 17 20 9.01 35.77 1.1142 1.3919 23.15 5.29 1.1606 1.3710 33.62 2.14 17 21 8.30 39.31 1.1157 1.3932 24.01 4.74 1.1660 1.3714 37.96 2.20 18 20 7.80 42.04 1.1172 1.3947 24.70 4.32 1.1705 1.3718 41.33 2.23 18 21 7.20 45.58 1.1195 1.3966 26.01 3.62 1.1791 1.3727 45.97 2.23 9.05 17 20 4.01 39.51 1.0844 1.3831 25.18 6.76 1.1791 1.3781 39.00 1.54 17 21 3.30 41.88 1.0836 1.3835 27.01 5.80 1.1912 1.3796 43.17 1.52 18 20 3.08 42.66 1.0835 1.3836 28.01 5.34 1.1980 1.3806 44.87 1.49 18 21 2.80 43.67 1.0833 1.3838 28.80 4.99 1.2034 1.3814 46.59 1.48 The tie lines are determined by connecting each corresponding set of total, top, and bottom phase compositions. The coexisting phases are close in composition. A mass balance check was made between the initial mass of each component and the amounts in the bottom and top phases on the basis of equilibrium compositions. The mass of each phase was calculated from volume and density measurements. The relative error in the mass balance was less than 3 while those of the top phases ranged from 1.08 to 1.12 g/cm3. The density difference between the phases (ΆÃƒ Ã‚ ), increase with an increase in the TLL and slightly decrease with an increase in pH. From Figures 7, it is observed that the density differences between the phases show linear relationship with TLL. A comparable conduct was likewise depicted 31, 34, 35. Figure *. Relationship between density difference (ΆÃƒ Ã‚ ) and tie line length (TLL) for the PEG 1500 + di-potassium tartrate + water at different pH values. 3.4. Binodal curve and tie-line data correlation The coefficients of equation 4, along with the correspond

A Study On Employee Engagement Strategy Management Essay

A Study On Employee Engagement Strategy Management Essay Engagement is about creating opportunities for employees to connect with their colleagues, managers and wider organisation. It is also about creating an environment where employees are motivated to want to connect with their work and really care about doing a good job. Why is employee engagement relevant to ITC? Almost all examples quoted in the consultant findings demonstrate an out-and-out lack of employee engagement; moreover, the opposite appears to be the case. At this point, it is important to note that a global survey by BlessingWhite Intelligence (2008) on the state of employee engagement found that that â€Å"Indian workers are among the most focused and satisfied in the world†. In the Asia-Pacific groupings, full engagement for Indian employees reaches 34% in comparison to the lowest of only 10% for China. Moreover, over 65% of respondents said ‘yes when asked if, assuming they had the choice, they would hope to remain within their organisation in 2008. From this, the apparent lack of employee engagement and retention issues apparent within ITC would appear to point to something we are doing wrong as a company. The first question should be: Why is employee engagement important? Links between employee attitudes, employee management and business performance have been repeatedly demonstrated in CIPD (2009) research, and the Aberdeen Group (2009) reported only this year that 82% of ‘Best-in-Class organisations attributed employee engagement initiatives directly to transformations in revenue and / or profitability. Employee engagement spills into the concept of the ‘psychological contract. The ‘psychological contract is a popular framework within which aspects of the employee relationship can be studied (Bratton Gold, 2007; 14). Guest and Conway (2002) define it as â€Å"the perceptions of the two parties, employee and employer, of what their mutual obligations are towards each other†. These obligations tend to differ from individual-to- individual and are often imprecise / unspoken and inferred â€Å"from actions or from what has happened in the past, as well as from statements made by the employer†(CIPD; Employee engagement; RevisedNovember 2009). This contract forms the basis for employer brand (The psychological contract. Revised January 2009) and often employed to promote in staff retention and recruiting drives. For all of the latter reasons, ITC should pay close heed to this contract. After all, taking account of the emotional needs of the employee ought to be a consideration when we consider they are the only resource within our organization that can simply â€Å"walk out†, taking their skills and possible opinions of negative employer brand with them. Customer service issues With regards the consultant reports of customer service issues, several studies have found that employee engagement is an important variable on this front. The CIPD (2009; 2) reported that Visa Europe figures show that employee engagement levels ran parallel with an increase in customer satisfaction. Likewise, it seems institutive that an increase in customer satisfaction would henceforth lead to an increase financial performance. In a recent study within the customer service industry by Chi and Gursoy (2009), empirical support for this link was indeed presented. On the engagement level, while they found employee satisfaction did not appear to impact on financial performance directly, they did find an indirect relationship between the latter, with customer satisfaction acting as the mediator. Storey, on the other hand refers to engagement as EIP (employee involvement and participation) and stated that it is â€Å"thought to contribute to improved levels of worker satisfaction and commitment and, subsequently, organisational performance.† From this it would appear that engaged and satisfied employees are a requirement for customer satisfaction, with customer satisfaction being the strongest indicator in financial performance. It would also appear, however, that all three variables are required to be woven into the same fabric for overall business success. For ITC, without employee engagement / satisfaction, there will little customer satisfaction, and without customer satisfaction there will be no success. The obvious lack of ITC employee engagement at this moment in time is a worrying factor with regards this tripartite equation. Therefore, the obvious question should be how do we tackle employee disengagement, how do we go about driving employee engagement? Employee engagement drivers According to the CIPD (Employee engagement; Revised November 2009), there is no absolute list definitive of engagement ‘drivers. Their research has shown, however, the key employee engagement drivers are: Opportunities to feed employee views upwards Feeling well-informed about what is happening in the organisation The employee believing that their manager is committed to the organisation Most writers agree that one of the most important factors at play with regards employee engagement is reciprocal communication between management and the requirement to keep all employees well informed, etc. As you might imagine, these factors are also very much involved in the psychological contract; it is also suggested that, in a crisis, â€Å"mutually recognised expectations are best shaped by honest communication and solid information† (Dietz 2009). At this moment in ITC history, we might be described as being on the verge of crisis point. Intranet 2.0 One suggestion that appears oddly lacking in ITC since its inception is our lack of corporate Intranet. All of the key engagement drivers suggested above can to some end be addressed with the implementation of an Intranet solution, this of course would not solve all of our problems, but it would at least supplement any other measures we ultimately put into place. This Intranet should not be of the antiquated variety, that is, one where static pages existed, with the sole purpose of providing information. We should be embracing all that Web 2.0 tools have to offer (i.e. highly dynamic / interactive internal social networking tools, instant messaging, wikis, blogs, discussion forums, and RSS feed technologies, etc.). Intranet 2.0 is still very much in its infancy, so the ability to introduce a rich networking environment is very much in line with core business strategies of innovation and creativity. We also have a largely young workforce, and Web 2.0 technology tools are something the younger generation have grown accustomed, and this acquaintance can be employed to our advantage in the recruitment field. When it comes to the employees call to connect with managers, the desire to believe in their commitment, and having the opportunity to have views fed upwards, the sharing medium of Intranet 2.0 is ideally suited to help facilitate these key engagement drivers. Web 2.0 tools flatten company hierarchy by providing a transparent path of communication between employees at all levels, from the Company Director down to the shop floor worker. It can provide staff across geographical location, irrespective of position or intellect, the opportunity to ‘float ideas on new products ranges, best practices, working procedures, etc. via live suggestion boxes. These ideas can appear in real time and will open to further comments / suggestions by all staff. Intranet 2.0 can also provide a channel for feedback on organisational news announcements, strategies, etc. This type of feedback can help â€Å"managers to gain insight into the needs and motivations of employees† (BlessingWhite, I nc. 2008). Indeed, employee attitude surveys[1] can be a regular feature of the system, the results of which can used to measure employee engagement and gauge feeling amongst the workforce, all of which can help ITC identify areas to focus improvement towards. The ability of such an Intranet to training and development tool cannot be underplayed. It can provide the workforce with the most up-to-date product information, tutorials, and marketing material, etc. This information does not have to appear in the way it did pre-Web 2.0, where static pages were displayed across the organisation, meaning each employee would be required to wade through pages in order to arrive at the relevant ‘nugget of information. Intranet 2.0 provides levels of personalisation to the point of providing â€Å"each employee with news updates focused on their job role† (Nielsen, J. 2009). This would be of particular benefit when it comes to areas such as the customer complaints we have been receiving from the call centre regarding staff not being â€Å"up-to-date† on products. For example, this type of system has capability to consistently display individual staff with the most â€Å"up-to-date† products details and Q A scripts, etc. As this Intranet 2.0 proposition is based on helping the flow of communication across the entire organisation, then logically, we would require all staff to have appropriate access to such a system. Head Office, call centre and retails staff are likely to have ready access to PC, laptop, mobile phone technologies in order to do this. In the factory, however, such access is very likely limited. To get around this, deployment of PCs / touch-screens at specific locations throughout the factory is recommended; perhaps inviting factory floor staff to use the system during lunch breaks, etc. Following the suggestion that we allow all employees across the site access the canteen, situating access in this area would also make sense. Web 2.0 technologies and business performance Beyond the obvious communication-flow benefits of Web 2.0 technologies, recent findings by the Aberdeen Group also provide positive figures for their business performance benefits. Saba (2009) reported that they found that 52 % of organisations who employed social networking tools, blogs, and wikis achieved ‘Best-in-Class compared to only 5% for those who did employ them. They also provided figures for Web 2.0 tools relation to employee engagement. They found an 18% average year-on-year increase in employee engagement for organisations employing Web 2.0 technologies in comparison to a mere 1% for those who did not Bratton, J. and Gold, J. (2007) Human Resource Management: Theory and Practice BlessingWhite, Inc. (2008) The State of Employee Engagement 2008 PDF download under heading of ‘Asia Pacific Overview Website: http://www.blessingwhite.com/research.asp?pid=1 Chi, C. G. and Gursoy, D. (2009) School of Hospitality Business Management, Washington State University, Pullman, WA 99164-4742, United States International Journal of Hospitality Management 28 (2009) 245-253 Website: http://www.sciencedirect.com CIPD (2009) An HR directors guide to employee engagement; Discussion paper PDF file available at: http://www.cipd.co.uk/NR/rdonlyres/8DD2561A-D3E3-4E63-9F63-EF74736A17B1/0/hr_director_guide_employee_engagement.pdf CIPD (Revised January 2009) The psychological contract http://www.cipd.co.uk/subjects/empreltns/psycntrct/psycontr.htm CIPD (Revised November 2009) Employee engagement -How do employers build an engaged workforce? Website: http://www.cipd.co.uk/subjects/empreltns/general/empengmt.htm Dietz, G. (2009) The psychological contract during the downturn Website: http://www.management-issues.com/2009/8/10/opinion/the-psychological-contract-during-the-downturn.asp Guest, D.E. and Conway, N. (2002) Pressure at work and the psychological contract. London: CIPD Lombardi, M. (2009) Human Capital Management; Employee Engagement is Critical for Organizations Today Website: http://research.aberdeen.com/index.php/analyst-insight/human-capital-management?start=8 Nielsen, J. (2009) Jakob Nielsens Alertbox: 10 Best Intranets of 2009 Website: http://www.useit.com/alertbox/intranet_design.html Saba, J. (2009) Web 2.0 in Talent Management Website: http://research.aberdeen.com/index.php/human-capital-management/86-human-capital-management-insights/588-web-20-in-talent-management

Peter Pistol Maravich Essay -- Essays Papers

Peter Pistol Maravich Peter Press Maravich is arguably one of the best basketball players ever to play the game. Born June 22, 1947 in Aliquippa, Pennsylvania where he learned to love basketball from his father, Press Maravich, who spent many hours teaching him the game’s most important fundamentals. Maravich broke numerous records throughout his career. While in high school he scored 47 points, more than any other player, in the North Carolina High School All-Star Game. He holds nearly every National Collegiate Athletic Association (NCAA) scoring record at Louisiana State University (LSU) and was named a three-time All American in only three years in the NCAA. After a legendary college career at LSU, he played ten great seasons in the National Basketball Association (NBA), earning five trips to the NBA All-Star Game and one league scoring title. After his death, he was named to the NBA’s Top 50 Greatest Players of All Time and was inducted to the Hall of Fame. I feel, as a player, for anyone to accomplish so much in such a short period of time is remarkable. During Maravich’s career the three-point line was not yet a part of professional basketball, so he accomplished all this without the three point line. Maravich is without question one of the greatest offensive basketball players ever to play the game. Maravich got his nickname â€Å"Pistol Pete† from his father. Once referring to his style of shooting during his childhood and as a high school player, Pistol quickly developed into an offensive machine with great shooting, passing, and dribbling skills. He was said to be an offensive genius. According to Mike Flynn former rival of Pistols’ who played for the University of Kentucky and the Indiana Pacers, Pistol was one of the greatest offensive players I’ve ever seen. I wouldn’t say he was a pure shooter, as much as I would say he was a great scorer. I loved playing against him because he didn’t like playing defense so I knew I was going to get my points, even though he would always score more than me†¦. Pistol was an individual player, he was out there to put on a show and that’s what he did.(Personal Interview) I agree with Mike Flynn, because this quote comes from a player that has played against him, so he knows what type of player Pistol was. Pistol was a great player, even though he was an individual player, because no one ... ...ever lived, and probably one of the most unique. He died on January 5, 1988 at the age of forty while playing in a three-on-three pick-up game in California. The news of his sudden death shocked everyone and brought back memories to his admirers. Few have inspired me as he did. Maravich had a commitment to excellence, even though he did not play much defense. Him being able to average, as many points as he did is unbelievable. Although the one thing that inspired me the most was that he was a born again Christian. Before his death, he told his former coach, Richie Guerin, that his desire was to be remembered as a good Christian, a good husband, and a good father. He spoke before 35,000 people at the Billy Graham Crusade in Columbia, South Carolina just a few months before his death. Maravich stated â€Å"Next week I’ll be inducted into the Hall of Fame†¦. I wouldn’t trade my position in Christ for a thousand NBA championships, for a thousand Hall of Fame rings, or for a hundred billion dollars.† I really admired Peter Press Maravich, I feel his place in the history of the sport of basketball is secure. He will always be remembered as the greatest offensive scorer of all time.

Toni Morrisons Sula - Breaking the Rules :: Sula Essays

Breaking the Rules in Sula A community separates themselves from other individuals in a given society. Certain communities carry their own separate rules or laws. It combines a number of people into one group, one way of thinking. Many communities come together because they share the same common goal or interests. On may occasions, a group or community forms when someone is different from the majority. A good example of that would be when a child is being teased in school because he has glasses or braces. Toni morrison's Sula is a story about a woman whose individuality brought a little town in Ohio together to side with each other against her. The novel Sula raises the question in how people or communities come together. In Sula's case, her abandonment of the town has sent her in a position of being an outcast. Sula's community views her carefree and wild ways obscene and inappropriate. A good example would be her need for many sexual partners. Sula beds with many of the men in her town, whether they were married or not. " It was the only place where she could find what she was looking for: misery and an ability to feel deep sorrow .Lovemaking seemd to her, at first, the creation of a special kind of joy." (122) Her community believes a good woman her age should be a mother, wife and server to her household. A woman should remain at home and be dutiful and respectful. Sula is was not any of those things. From the start, she has always have been different, she preferred to do whatever it is that she likes to do. She went away to college , something that most people from her town seldom did. Sula went away to pursue a caree r and to fulfill her need for knowledge. She wanted to do everything to see everything and experiences as much experience as she could possibly gain while she was still young. It was peculiar to see the town coming together when Sula arrived back from college. Suddenly people in the town started siding with each other against Sula. They started viewing Sula as an oddball, a devil, as one lady described her, comparing Sula to the town outcast named Shadrack. The town started to look out for each other as well as they try to look out for themselves. Toni Morrison's Sula - Breaking the Rules :: Sula Essays Breaking the Rules in Sula A community separates themselves from other individuals in a given society. Certain communities carry their own separate rules or laws. It combines a number of people into one group, one way of thinking. Many communities come together because they share the same common goal or interests. On may occasions, a group or community forms when someone is different from the majority. A good example of that would be when a child is being teased in school because he has glasses or braces. Toni morrison's Sula is a story about a woman whose individuality brought a little town in Ohio together to side with each other against her. The novel Sula raises the question in how people or communities come together. In Sula's case, her abandonment of the town has sent her in a position of being an outcast. Sula's community views her carefree and wild ways obscene and inappropriate. A good example would be her need for many sexual partners. Sula beds with many of the men in her town, whether they were married or not. " It was the only place where she could find what she was looking for: misery and an ability to feel deep sorrow .Lovemaking seemd to her, at first, the creation of a special kind of joy." (122) Her community believes a good woman her age should be a mother, wife and server to her household. A woman should remain at home and be dutiful and respectful. Sula is was not any of those things. From the start, she has always have been different, she preferred to do whatever it is that she likes to do. She went away to college , something that most people from her town seldom did. Sula went away to pursue a caree r and to fulfill her need for knowledge. She wanted to do everything to see everything and experiences as much experience as she could possibly gain while she was still young. It was peculiar to see the town coming together when Sula arrived back from college. Suddenly people in the town started siding with each other against Sula. They started viewing Sula as an oddball, a devil, as one lady described her, comparing Sula to the town outcast named Shadrack. The town started to look out for each other as well as they try to look out for themselves.

Bank and Fidelity

In the ever changing banking industry, First Fidelity Bancorp had grown to be one of the largest holding companies of eight financial institutions and over 500 branches. Their growth has been through the acquisitions of other smaller institutions and internal growth generated by strong relationships with customers. This growth has come at a cost and First Fidelity has been left with a complicated mix of systems, operations, and organizational culture. First Fidelity allowed the eight financial institutions to operate totally independent of each other and the corporate office solely managed the integration of the financial reporting responsibilities. The non-integration of systems and operations has also left First Fidelity with higher costs and the need to make changes which will allow them to be competitive in the future. By the early 1990’s First Fidelity had begun to integrate some of the operational functions, but had yet to connect them further. Due to changes in banking regulation, the US government had begun cracking down on new rules on financial reporting, asset quality, and capital requirements for the banks. The government wanted better controls from upper management and the only way First Fidelity could accomplish this was to integrate systems, management, and combine all eight financial institutions into a more consolidated with less autonomous feel. Management made this their highest priority and put a strict deadline of 18 months on this task. This deadline put two major decisions directly ahead of First Fidelity, organizational structure and method of achieving the full integration. In order to evaluate the full impact of their decision on organizational structure changes, First Fidelity looked at the following criteria: †¢ Cost Effectiveness †¢ Responsiveness to Business Needs †¢ Responsiveness to Individual Needs †¢ Ability to Standardize Products and Service Offerings †¢ Ability to Support Outsourcing Options †¢ Ability to Support Acquisitions †¢ Service/Quality Orientation/Incentives While these criteria would decide what organizational structure First Fidelity would have, they also had to decide how the rationalization and consolidation plan should be conducted, internally, through the use of consultants, or through outsourcing. First Fidelity saw outsourcing as the most viable solution to their problem and felt it would best serve the company by achieving the goals in the desired time frame. First Fidelity has recognized several potential outsourcing vendors and determined the advantages and disadvantages of each vendor. Their decision now must be to select the proper vendor who will provide them not only with the services needed to move them through the rationalization and consolidation process, but one which will provide quality services and cost savings to First Fidelity for years to come. Changes to Organizational Elements The major change First Fidelity will be forced to deal with is the change to their organizational structure and hierarchical relationships within the firm. Prior to the rationalization plan, First Fidelity operated as eight separate financial institutions. Decisions were made independent from each other and there was no single person to oversee all operations from the holding company point of view. When Don Parcells was put in charge of all operations, and improvements were needed immediately, he put a plan in place to consolidate functions and make First Fidelity a more cost efficient organization. In order for this to become a success, First Fidelity was going to first have to restructure their separate cultures into a single unified culture. Parcells was planning on consolidating the separate operations and systems which the eight banks used. To make this a success, all parties need to be thinking in the same direction and accepting of the upcoming changes. Parcells task of unifying First Fidelity under these same systems would not be a success if the current management did not understand the reasoning behind the changes and understand the â€Å"big picture† of increased profits and long-term sustainability of First Fidelity. Current management would also be forced to deal with changes in management structure. This will give the First Fidelity corporate office more control over the eight banks and ensure the banks operate in a consolidated manner once the initial changes are implemented. Systems Integration The importance of systems integration goes well beyond the cost efficiencies First Fidelity hopes to experience. The system changes will put one face on the eight financial institutions and will provide them with the ability to accomplish many of the goals mentioned before under the criteria for organizational structure changes. First Fidelity should also take this opportunity to take advantage of the best practices which can be found through their analysis of their own internal operations and systems, external competitors, and the potential third parties they are analyzing for outsourcing opportunities. As the 25th largest bank holding company, First Fidelity has the potential to take advantage of improvements in technology. By decreasing their transaction costs through technology, First Fidelity’s high volume will allow them to take advantage of economies of scale. An integration of systems will also make First Fidelity a much more attractive candidate for merger activity. They will either be able to expand and make new acquisitions integrate more smoothly into the First Fidelity family, or make themselves more attractive as an acquisition target. Outsourcing at First Fidelity First Fidelity is in a very difficult situation. The short time period in which First Fidelity has to turn around its operations and systems does not ffer First Fidelity many options. They are seeking a simple solution to a problem which should have been addressed a decade earlier when they had begun merging the banks under one holding company. When considering the use of outsourcing, businesses should not rush this decision and should analyze what functions and how important these functions are to the business. As a general rule, core functions should not be outsourced to third party vendors. Only non-core functions should be considered, and only when significant cost savings will be made and the vendor offers a long-term, high quality service which will not have a negative impact on the customers of the outsourcing firm. First Fidelity needs to consider whether their systems and operations are part of their non-core functions and will truly add value through cost savings. Long Term Implications of First Fidelity Decision First Fidelity’s decision to outsource will have long term implications on the future of their banking operations. When First Fidelity began investigating the decision to outsource in 1990, one important variable would be the future of banking and which technologies would be the future of bank operations. The upcoming jump in the use of technology in banking will have a major impact on the systems necessary to be successful in banking. This offers even greater risk for outsourcing, since First Fidelity will be giving up much of their control of their technology. The Decision and Future of First Fidelity. First Fidelity did decide to use EDS as the company which will handle their software systems and data center operations. The contract was valued at $450 million over ten years and was considered the largest outsourcing contract for financial institutions at that point in time. In 1996, First Fidelity merged with First Union, in what was then considered one of the largest mergers in the banking industry, and made First Union an imposing force in banking along the east coast of the United States. One of the major factors for the merger was to add additional economies of scale to First Union’s operations and to decrease the high costs of technology which banks were experiencing. First Fidelity’s decision to integrate their systems in 1990 came at an integral point in time for the bank holding company. It provided them with cost savings and made them a strong acquisition target by un-complicating their systems and making their operations more efficient.

The Physical Science of a Gun

Lirio Garcia Physical Science E. Martin December 13, 2012 Project: What the physics are of shooting a gun Shooting a gun is mostly the science of motion in the scientific world. One thing that most shooters are aware of is what bullet they want to use and where they want to shot at but most do not know how the gun and bullet work together or even separate. Also, there is no set balance of energy for every gun since the efficiency is mostly based on its structure of caliber and barrel length. While doing my research I have gain knowledge on not only how the gun works but the physics of it as well.I will be discussing what I learned as well as the physics and the physics of the bullet as well when shot up in air. Some topics that I did not know that dealt with shooting a gun are friction, force, conservation of momentum (which helps characterize an object's resistance to change in motion), velocity, kinetic energy, transfer of energy, gravity, heat engines, kinematics (analyzes the pos itions and motions of objects as a function of time), sound, and projectile motion which all work together to make the bullet hit the right target. Also, I was not aware that gun recoil has two parts.Which are primary recoil from the escaping bullet and secondary recoil from the escaping gas behind the bullet. According to Samuel Hokin, the first recoil conserves momentum of the gun-bullet system while the second recoil is larger and comes after when the bullet leaves the gun one is using. Momentum’s equation is p (momentum) equals m (mass) times v (velocity). An example of an equation for momentum ( ) is if the bullet has a mass of 25 and the speed of 60 out of the gun then the equation would be p=25 x 60. Once multiplied, the momentum of this would be 1500.When one pulls the trigger, it makes a force which moves the sear (the piece that holds the hammer which contains potential energy) and lets the hammer fire and is accelerated by gravity which is 9. 8 meters per second sq uared and by the puncture of the primer of the bullet that starts to propellant inside. After this the propellant creates an expanding gas which allows its pressure to get the cartridge’s casing bigger which then is force to push the projectile bullet out of the cartridge casting and through the barrel which then gets out of the gun.Shooting any type of gun uses Newton’s Third Law which says that every force has an equal and opposite reaction on different objects since forces always exists in pairs. This force can be found from the equation Force = mass x acceleration. For example if the shooter is shooting a . 50 caliber they should be careful because since the recoil force of that gun is way to big then it can dislocate or seriously injure their shoulder. If one does decided to use this gun then it should be used with a muzzle brake so it could reduce the force of the recoil.This helps by changing the bullet’s projectile motion but the conservation of the mome ntum will always be the same. When doing calculations for this with a mass of 20 mg and an acceleration of 100 m/s 2 Works Cited Binder, Madeline. â€Å"How Physics Affects Rifle Shooting. † Articlesbase. com. Articlesbase. com, n. d. Web. 13 Dec. 2012. ;http://www. articlesbase. com/education-articles/how-physics-affects-rifle-shooting-1623110. html;. Hokin, Samuel. â€Å"The Physics of Everyday Stuff – Gun Recoil. † The Physics of Everyday Stuff – Gun Recoil.N. p. , n. d. Web. 13 Dec. 2012. ;http://www. bsharp. org/physics/recoil;. â€Å"Physics: Kinematics in One Dimension. † Physics: Kinematics in One Dimension. N. p. , n. d. Web. 13 Dec. 2012. ;http://www. cliffsnotes. com/study_guide/Kinematics-in-One-Dimension. topicArticleId-10453,articleId-10415. html;. â€Å"Physics of Rifle Recoil :: Physics Recoil Gun Guns. † Physics of Rifle Recoil :: Physics Recoil Gun Guns. N. p. , n. d. Web. 13 Dec. 2012. ;http://www. 123helpme. com/physics-o f-rifle-recoil-view. asp? id=153487;. The Physical Science of a Gun Lirio Garcia Physical Science E. Martin December 13, 2012 Project: What the physics are of shooting a gun Shooting a gun is mostly the science of motion in the scientific world. One thing that most shooters are aware of is what bullet they want to use and where they want to shot at but most do not know how the gun and bullet work together or even separate. Also, there is no set balance of energy for every gun since the efficiency is mostly based on its structure of caliber and barrel length. While doing my research I have gain knowledge on not only how the gun works but the physics of it as well.I will be discussing what I learned as well as the physics and the physics of the bullet as well when shot up in air. Some topics that I did not know that dealt with shooting a gun are friction, force, conservation of momentum (which helps characterize an object's resistance to change in motion), velocity, kinetic energy, transfer of energy, gravity, heat engines, kinematics (analyzes the pos itions and motions of objects as a function of time), sound, and projectile motion which all work together to make the bullet hit the right target. Also, I was not aware that gun recoil has two parts.Which are primary recoil from the escaping bullet and secondary recoil from the escaping gas behind the bullet. According to Samuel Hokin, the first recoil conserves momentum of the gun-bullet system while the second recoil is larger and comes after when the bullet leaves the gun one is using. Momentum’s equation is p (momentum) equals m (mass) times v (velocity). An example of an equation for momentum ( ) is if the bullet has a mass of 25 and the speed of 60 out of the gun then the equation would be p=25 x 60. Once multiplied, the momentum of this would be 1500.When one pulls the trigger, it makes a force which moves the sear (the piece that holds the hammer which contains potential energy) and lets the hammer fire and is accelerated by gravity which is 9. 8 meters per second sq uared and by the puncture of the primer of the bullet that starts to propellant inside. After this the propellant creates an expanding gas which allows its pressure to get the cartridge’s casing bigger which then is force to push the projectile bullet out of the cartridge casting and through the barrel which then gets out of the gun.Shooting any type of gun uses Newton’s Third Law which says that every force has an equal and opposite reaction on different objects since forces always exists in pairs. This force can be found from the equation Force = mass x acceleration. For example if the shooter is shooting a . 50 caliber they should be careful because since the recoil force of that gun is way to big then it can dislocate or seriously injure their shoulder. If one does decided to use this gun then it should be used with a muzzle brake so it could reduce the force of the recoil.This helps by changing the bullet’s projectile motion but the conservation of the mome ntum will always be the same. When doing calculations for this with a mass of 20 mg and an acceleration of 100 m/s 2 Works Cited Binder, Madeline. â€Å"How Physics Affects Rifle Shooting. † Articlesbase. com. Articlesbase. com, n. d. Web. 13 Dec. 2012. ;http://www. articlesbase. com/education-articles/how-physics-affects-rifle-shooting-1623110. html;. Hokin, Samuel. â€Å"The Physics of Everyday Stuff – Gun Recoil. † The Physics of Everyday Stuff – Gun Recoil.N. p. , n. d. Web. 13 Dec. 2012. ;http://www. bsharp. org/physics/recoil;. â€Å"Physics: Kinematics in One Dimension. † Physics: Kinematics in One Dimension. N. p. , n. d. Web. 13 Dec. 2012. ;http://www. cliffsnotes. com/study_guide/Kinematics-in-One-Dimension. topicArticleId-10453,articleId-10415. html;. â€Å"Physics of Rifle Recoil :: Physics Recoil Gun Guns. † Physics of Rifle Recoil :: Physics Recoil Gun Guns. N. p. , n. d. Web. 13 Dec. 2012. ;http://www. 123helpme. com/physics-o f-rifle-recoil-view. asp? id=153487;.