Black Family Reunions in the Cincinnati Region Research Paper

Dark Family Reunions in the Cincinnati Region - Research Paper Example Dark Americans additionally use family get-togethers as settings to retain their coming to America and their lives as captives of America. Family get-togethers additionally give roads where certain people operating at a profit America people group can look for lost family members and now and again follow their foundations. Family gatherings among the Black people group in America occur at different times of the year. Some family get-togethers in the perspectives on Smith begins on Christmas day, while others occur on fourth of July (487). The Most significant reality about family get-togethers is that they happen each year. As indicated by Smith, the most noteworthy family gathering in America was the 1986 National Family Reunion Celebrations held at the National Mall in Washington DC (486). The Black Family Reunion of 1986 concentrated on reestablishing the exuberance of Family Reunions in the US. The National Family Reunion of 1986 pulled in different people among them government offices, private and open organizations, enterprises and families from various ethnic angles. As indicated by Vargus, reunions incredible festivals, Black family get-togethers happen at a yearly premise and takes a few days of occupied festival. In the reports of Ebony, African American families foundation customary gatherin gs of 50 to 350 chaperons typically postponed at lodgings and the travel industry focuses. Dark family gatherings are just solidarity assemblages expected to unite inadequate and related families. Dark family gatherings are events for reassurance and compromise of cracked families that confronted the stock of bondage in America. What's more, Black family gatherings in Cincinnati are roads for making and reinforcing harmony and companionship, which are the center parts of unity.â

Ford Company Essay Example | Topics and Well Written Essays - 1250 words

Passage Company - Essay Example During the beginning periods as per Weiss (2003; pp.104) the Company delivered barely any vehicles from its plant situated in Detroit. The vast majority of the workers were contractual workers, and every vehicle was under two men. During the incredible discouragement, Ford Company battled all chances and developed as the main Company which endure the cruel financial occasions. In 1908, there was the presentation of the main motor with a chamber head which was removable. This development quickened the amassing of a Model A which was the principal vehicle which had a wellbeing glass. The principal low evaluated V8 motor started its activities in 1932, prompting the contribution of the Lifeguard security bundle. Around the same time, the organization presented the kid rooftop locks for the entryways and the standard profound dish directing wheel. In the 1980’s as to the investigation work of Tiffany and Peterson, (2005; pp.89) there was the procurement of the Jaguar Cars and Aston Martin by Ford Company in order to build its degree of rivalry. At the beginning of the 21st century, the Companys tasks were low on corporate securities coming about because of high U.S medicinal services costs for the work power which was maturing, disintegrating piece of the pie, taking off fuel costs and much reliance on the SUV deals which were declining. Subsequent to concocting a route forward, there was the presentation of the Crossover SUV’s and built up the Ford Escape Hybrid SUV for the half and half electric force train innovations. In 2001 as per Smith and Carl, (2007; pp.101) the organization named Bill Ford as the CEO and later delegated Alan Mulally as the president. In 2006, the organization had the option to raise its degree of acquiring to 25 billion dollars and along these lines making sure about the credit line through the corporate resources. As of now, the Ford Company updated its bonds from garbage to speculation grade prompting enduring upgrades and refering to manageable as found in the exploration work of Shurtleff and Aoyagi (2011; pp.65). At the origin of the Ford

10 Tips for Reading on Your Morning Public Transit Commute

10 Tips for Reading on Your Morning Public Transit Commute Just for Book Riot readers: sign up for an Audible account, and get two  from our list of the best audiobooks for free! I live in a fantastic sprawling metropolis. I also do not currently have (nor do I ever plan on having) a drivers license or a car. That means that I spend a lot of time on public transit. Hours spent speeding underground on the subway, crawling along on city buses, and gliding across town on streetcars. While most of my fellow commuters seem to grumble or complain about this time, I have grown to love it. As an avid reader, this magic time, of course, means more time for books. Im currently positioned to have read well over my goal for the year and a big reason for that is the tricks Ive developed for reading on public transit. So here are my Ten Tips for Reading on Your Morning Public Transit Commute. #1 Download an e-reader app on your phone. Having Libby or Google Books or the Kindle App (or any similar book reading app) on your phone means that even when you cant get a seat and you cant pull out your book/ereader, you can still be reading. #2 Let there be light. This is really a tip for whenever youre reading. But it can be especially tricky when reading on public transit. If youre on a bus/streetcar in the day, try your best to get a window seat. If its the evening, I always suggest sitting near the driver or the rear door as this is where theres usually the brightest/best light. #3 Audiobooks are your friends. This is another tip for those times when you cant get a seat or your book isnt easily accessible. Listening to a fantastic book is a great way to get your reading time in on public transit. Plus, if youre using public transit, chances are youre going to have some walking time on either end of your trip. With an audiobook, even exercising can be time spent reading. #4 Totes use a tote. Tote bags are great for your public transit trips. It makes it so much easier to quickly access your book while on your morning commute. Plus they fold up easily, which means if you run out of things to read on the train you can quickly pop into a bookstore and buy more. Because we all need more excuses to buy books, right? #5 Early bird gets the book…worm. Anyone who regularly uses public transit knows that it isnt always super reliable. So leaving early is usually a given, but it can also have some bookish benefits. Going on transit early in the morning (pre-rush hour if you can swing it) usually means youre more likely to get a seat. Also, if you arrive at your destination early you can get in some good reading time before everything gets going. #6 Short form fiction. Think short story collections, poetry, graphic novels, essay collections, and so on. Reading something that is broken up into smaller chunks means that you can dive into no matter how long or short that leg of your trip is. It also means that youll be less likely to miss your stop because youre engrossed in an epic novel, a common problem when youre reading on public transit. #7 Dont bring anything too precious. You never know whatll happen on a bus or train, especially first thing in the morning. With all of those Starbucks cups, recently awoken humans, and bumpy ride, there are bound to be accidents. Take that into account when choosing what to bring. This isnt the place for your first edition Faulkner. #8 Magnetic bookmarks. Again, this has to do with the bumpy nature of most public transit. Its super easy for standard paper bookmarks to fall out. Having a sturdy magnetic bookmark will ensure that you never have to try and bend down to pick up your bookmark while balancing on the train. #9 Always have your headphones. If youre going the audiobook route, this is a necessity for obvious reasons. However, I also highly recommend bringing them for listening to music while reading your physical books. Itll help set the mood for an even better reading on public transit experience. Plus, even if you dont like listening to music while you read, wearing a pair of headphones will ensure that your fellow passengers dont try to interrupt your book time with unsolicited conversation. #10 Size Matters. The final and most important tip. Keep your reading material small in dimensions and weight. You dont necessarily want to lug around a huge tome for this kind of commute. Think paperbacks (mass market paperbacks are even better because theyre easier to hold one-handed) or smaller ereaders. This will save room in your bag for the day, but it will also make sure your book isnt hitting into fellow passengers, eliciting death stares. Sign up for Audiobooks to receive the latest from the audiobooks world. Thank you for signing up! Keep an eye on your inbox.

Huir Conjugation in Spanish and Examples

Bus 421 Final Essays - 1220 Words

BUS 421 Final: Case Scenario #1 Thomas Edison State College October 2012 Emily Schemelia Executive Summary Case Scenario # 1 Given the increasing regulations of the Internet and email by the Government of China, recommend to the CEO of Google whether the company should continue to operate in China, the world’s fastest and among the largest growth markets. Google should definitely continue operations in China, even if it means limiting the amount of information that is disseminated to Google China. While filtering information is the opposite of everything Google stands for, Google can still disseminate information to the Chinese public while abiding by the information laws set up by the†¦show more content†¦Because of this, there is a case that companies like Google, look forward to making sure that they penetrate the market in order to produce better outcomes, which also leads to a fast growth for the organization. The economy in China is doing well. China has in its recent years reached financial stability. This is due to the fact that there is a high level of domestic demand. Because of this, many companies around the world begin to invest in the Chinese market. China is also one of the fastest growing when it comes to Information Technology and has been able to attract companies such as Google and even Microsoft. It has be en forecasted that the Internet industry in China is expected to increase at a rate of about ten percent within the next five years. This is great news because Google will be able to benefit. Advantages of Doing Business in China: As mentioned previously, there are many organizations around the whole world that perform their business in China. They do business in China due to the fact that China has a reliable market. It is also expected that the organizations doing business in China will continue to grow. Some advantages of doing business in China are that it is a major emerging market around the world. Also there are a lot of opportunities for organizations to invest in China for a longer period of time due to expanding of technology andShow MoreRelatedThe Affect of Facebook on the Stock Exchange1196 Words   |  5 PagesO) may have a hard time in the coming week if lead underwriter Morgan Stanley stops supporting the stock and managers lower down in the IPO book who were hoping for an early surge decide to get out before going underwater. Facebook on Friday sold 421 million shares of stock in a deal that valued the company at more than $100 billion. But investors, expecting a first-day pop in price, instead saw it close just 0.6 percent above the IPO price at $38.23. As the underwriter, Morgan Stanley (NYS:MSRead MoreOur Secret by Susan Griffin Essay1009 Words   |  5 Pagesto express your feelings and that it can be an outlet for your emotions. Himmler did not have this luxury. Gebhard writes the first entry in his sons diary, to show the boy how it is to be done. 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There is a cost for information requests that will relate to your final grade. Specifically, when you have made your 10th request for information, you will be charged 1 percent of your final grade. When you have made your 20th request for information, you will be charged an additional 2 percent of your grade. When you have made 30 requests for information, you will be chargedRead More1234567897581 Words   |  31 Pagesinitial submission and multiple rounds of review, through final publication. Mohr, Jakki and Nader Shooshtari (2003), â€Å"Introduction to the Special Issue: Marketing of High-Technology Products and Innovations,† special issue of the Journal of Marketing Theory and Practice, 11 (Summer), pp. 1-11. Special Issue included six papers, with guidance given to authors from initial submission and multiple rounds of the review process, through final publication. 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Moscow was the first city to be eliminated, followed by New York and Madrid. The final two contenders were London and Paris. At the end of the fourth round of voting, London won the right to host the 2012 Games with 54 votes to Paris s 50.[30] The celebrationsRead MoreEfficient Capital Markets, Corporate Disclosure and Enron12656 Words   |  51 Pagessupervised. The gradual resulting loss of the ability to evaluate See Boot Macey, supra note 3, at 357. See id. at 357-60. 36 Id. at 357. 37 See id. at 385-88; Jonathan R. Macey, Italian Corporate Governance: One American Prrrspective, 1998 COLUM. Bus. L. REv. 121, 140. 38 See Macey, supra note 37, at 142-43. 39 See Edward S. Adams, Corporate Governance After Enron and Global Crossing: Comparative Lessons for Cross-National Improvement, 78 IND. LJ. 723, 762-63 (2003). 34 35 s 2004]

Summary of the “Bigger Piece of the Pie” Free Essays

The number of all hospitals in the country is declining.   Since 1975, there was a 1/6 less on the total number of hospitals.   Investor owned facilities is currently on the rise. We will write a custom essay sample on Summary of the â€Å"Bigger Piece of the Pie† or any similar topic only for you Order Now From the year 1993 it started to spring high until 1997 and then there was an incremental decrease afterwards but it continues to rise up to the year 2003.   By the end of 2003, investor-owned hospital comprised 16% of the nation’s community hospitals.   Public hospitals are also diminishing in numbers as well as the not- for profits which decline more than 10 %. It is a continued long term decline that was neutralized by the 2002 figure wherein there was a slight increment.   According to observers it will likely to remain stable in the next coning years or will decline slightly.   This can be explained by the infeasibility of small hospitals commented by the professor and director of the health policy and administrative division for the School of Public Health at the University of Illinois Chicago.   More patients prefer to go to large hospitals which were of their driving distance.   Conversion of not-for profit hospitals to for-profit hospital is also outpacing. The biggest factors remains a access to capital-investor-owned chains have it, while access is much more varied for not for profit systems.   Many of the broad measures of credit quality, such as annual median figures for profitability and debt coverage but the prosperity is not uniform throughout the sector even if many are performing better.  Ã‚   Investor owned hospitals are squeezed with bad debt expense but they were able to attract equity and debt capital.   Private firms were attracted in order to recapitalize the companies.   Hospitals are also in mess regarding reimbursement of high commercial insurance companies. Due to the high rates of the hospitals, the insurers were prompted to push for a double digit percentage increase premiums for employers.   Facing a fourth year of double-digit premium hikes, companies have been getting tough this year, pushing a lot more of those costs back onto their employees in the form of higher co-payments and other cost-sharing arrangements. Recognizing the limitations of those tactics, the survey found employers looking to longer-term solutions and possible government intervention to head off the unrelenting increases.   If this continues, employers may drop coverage and push more of their costs to employees, thus making an even more bad debt for the hospitals. However, if they decide to lower the premium increase, they would not be able to boost the reimbursements the way the hospitals are used to.   Meanwhile, the pressure is now building up for not for profit hospitals regarding charity care.   It is an emerging issue whether or not the not-for-profit hospitals exert pressure on for-profit hospitals to provide charity care and whether for-profit hospitals react differently than not-for-profit hospitals to managed care pressures and hospital competition in providing charity care. Nowadays, a mixed ownership markets, for-profit hospitals provide significantly less charity care as not-for-profit hospitals in the market provide more. Unexpectedly, for-profit hospitals were not more influenced by price competition than other hospitals with respect to charity care. Having a unique role in providing charity care may justify continuing tax exemption for not-for-profit hospitals and enhance interest in payment and other policies with regard to conversions to ensure that not-for-profit hospitals continue to be represented in market areas. I think the effect of these increases reflected our today economic climate.   As for the charity care of the not-for-profit hospitals, I wonder if it’s their way of breaking tax and being exempted in paying a large amount.    A report by the Internal Revenue Service in July found that not-for-profit hospitals nationwide vary widely in how they report and define their community services.   I believe that the lack of consistency and uniformity makes it difficult to assess the hospitals compliance with the current law.   I think, the changes brought by the IRS would make it easier to compare hospitals and also would help ensure greater accountability. References Crenshaw, A. (2004).   Health Insurance Costs Keep Rising.   Retrieved on February 29, 2008 from http://www.washingtonpost.com/wp-dyn/articles/A8287-2004Sep9.html    How to cite Summary of the â€Å"Bigger Piece of the Pie†, Papers

Oranges Essays - Orange, Tropical Agriculture, Citrus,

Oranges All citrus trees belong to the single genus Citrus and remain almost entirely interfertile. This means that there is only one superspecies that includes grapefruits, lemons, limes, oranges, and various other types and hybrids.[9] As the interfertility of oranges and other citrus has produced numerous hybrids, bud unions, and cultivars, their taxonomy is fairly controversial, confusing or inconsistent.[3][6] The fruit of any citrus tree is considered a hesperidium (a kind of modified berry) because it has numerous seeds, is fleshy and soft, derives from a single ovary and is covered by a rind originated by a rugged thickening of the ovary wall.[10][11] Different names have been given to the many varieties of the genus. Orange applies primarily to the sweet orange Citrus sinensis (L.) Osbeck. The orange tree is an evergreen, flowering tree, with an average height of 9 to 10 m (30 to 33 ft), although some very old specimens can reach 15 m (49 ft).[12] Its oval leaves, alternately arranged, are 4 to 10 cm (1.6 to 3.9 in) long and have crenulate margins.[13] Although the sweet orange presents different sizes and shapes varying from spherical to oblong, it generally has ten segments (carpels) inside, and contains up to six seeds (or pips)[14] and a porous white tissue called pith or, more properly, mesocarp or albedolines its rind.[15] When unripe, the fruit is green. The grainy irregular rind of the ripe fruit can range from bright orange to yellow-orange, but frequently retains green patches or, under warm climate conditions, remains entirely green. Like all other citrus fruits, the sweet orange is non-climacteric. The Citrus sinensis is subdivided into four classes with distinct characteristics: common oranges, blood or pigmented oranges, navel oranges, and acidless oranges.[

About Robert A.M. Stern, Classically Postmodern

About Robert A.M. Stern, Classically Postmodern Hes been called a Postmodernist and also a New Urbanist. He may be a Modern Traditionalist and a New Classicist.   Robert A.M. Stern, certainly a Master Planner and architect/teacher of the 21st century, designs seemingly simple buildings that express affection for the past. Background: Born: May 23, 1939, New York City Full Name: Robert Arthur Morton Stern Education: 1960: Columbia, Bachelors degree1965: Yale, Masters degree in architecture Selected Buildings: 1990: Disney Beach Club Resort, Florida1990: Disney Yacht Club Resort, Florida1993: Norman Rockwell Museum, Stockbridge, Massachusetts1996: Disney Boardwalk Resort, Florida1998: Celebration Health, a healthcare facility for Celebration, Florida2003: The Museum Center, The Mark Twain House2004: Miami Beach Library, Miami Beach, Florida2005: Jacksonville Public Library, Florida2006: Federal Courthouse for Richmond, Virginia2008: 15 Central Park West, residential, NYC2008: International Quilt Study Center and Museum, University of Nebraska-Lincoln2010: One Museum Mile at 1280 Fifth Avenue atop the Museum for African Art, New York City2013: George W. Bush Presidential Center and Library, Southern Methodist University, Dallas, Texas2016: 30 Park Place (formerly known as 99 Church Street), residential, Tribeca, NYC Product Design: The firm of Robert A.M. Stern Architects employs hundreds of architects, interior designers, and support staff. Product designs include furniture, lighting, fabrics, and other decorative household items. Visit Robert A.M. Stern Architects, LLP for information on product furnishings as well as an extensive display of architectural projects. Urban Planning: Although well-known for his house designs, Robert A.M. Stern has been involved in vast urban planning projects such as the 1992 renovation of 42nd Street theater block in New York City. Along with architect Jaquelin Robertson, Robert A.M. Stern was the master planner for Celebration, Florida. Other Works: Robert A.M. Stern has served as dean for the Yale School of Architecture since 1998. Stern has written or edited dozens of books about design, including the PBS television series and companion book Pride of Place: Building the American Dream. Books by Stern and Partners at Robert A.M. Stern Architects (RAMSA): Robert A. M. Stern: Houses and Gardens, Monacelli Press, 2005Robert A. M. Stern: Buildings Projects 2004-2009, Monacelli Press, 2009Robert A. M. Stern: Buildings and Projects 1999-2003, Monacelli Press, 2004Robert A. M. Stern Architects: Buildings and Projects 2010-2014, Monacelli Press, 2015Robert A. M. Stern: On Campus, Monacelli Press, 2010Designs for Living: Houses by Robert A. M. Stern Architects, Monacelli Press, 2014 Related People: After graduating from Yale, Stern briefly worked as a designer in the office of architect Richard Meier.Architect and urban designer Andres Duany once worked for Stern.Tom Piper of the Checkerboard Film Foundation made a documentary film in 2011 entitled Robert A.M Stern: 15 Central Park West and the History of the New York Apartment HouseBuy on Amazon Robert A.M. Stern Architects, LLP: RAMSA460 West 34th StreetNew York, NY 10001 Web Site:Robert A.M. Stern Architects, LLP About Robert A. M. Stern: New York architect Robert A. M. Stern takes history to heart. A postmodernist, he creates buildings that express affection for the past. Stern served on The Walt Disney Company Board of Directors from 1992 to 2003 and has designed many buildings for The Walt Disney Company. Robert A.M. Sterns Boardwalk at Disney World suggests an American seaside village from the early 20th century. The buildings illustrate the evolution of architectural styles from the Victorian to the Vienna Secessionist movement. The mini-village is not intended to be historically exact rather, it presents a dream-like walk past artifacts from several eras. There is an ice cream parlor, a piano bar, a 1930s dance hall, a vintage roller-coaster, and an authentic 1920s carousel. Across Crescent Lake from Boardwalk, the Yacht and Beach Club hotels were also designed by Robert A.M. Stern. The Yacht Club is modeled after Victorian Shingle architecture, a rustic yet elegant fashion on Americas Atlantic coast at the turn of the century. The Beach Club is an informal, sprawling wood structure which also reflects 19th century American resort architecture. When Stern envisioned the Casting Center, an employee training area on Route I-4 near Orlando, Florida, he wanted to express the spirit of Disney, and also to reflect the Florida locale. The result is a building that resembles a Venetian Palazzo, yet contains whimsical Disneyesque details. Hence, classical columns are topped with gold leaf Disney characters.

Participating in NaNoWriMo 2018 Caution! - Jerry Jenkins

Participating in NaNoWriMo 2018 Caution! - Jerry Jenkins Participating in NaNoWriMo 2019? Caution! This wildly popular phenomenon,National Novel Writing Month, starts November 1, and you’re urged to write an entire novel by the end of the month. Wouldn’t it be great to actually finish a 50,000-word novel in 30 days? Since 1999, that very idea has inspired millions of writers from all over the world to embark on this journey. In 2015alone, more than 430,000 finished their manuscripts, and NaNoWriMo refers to them as novelists. Sounds fabulous, right? Need help writing your novel?Click here to download my ultimate 12-step guide. NaNoWriMo Benefits Well, I can’t argue with the upsides: The NaNoWriMo folks â€Å"believe stories matter.† So do I. And in the last 18 years since this effort began, countless writers have raved to me that NaNoWriMo was the vehicle that finally motivated them to actually finish. That’s no small thing. Over my four decades teaching writing, I’ve learned that the single most debilitating barrier to writers finishing writing their novels has been fear- fear that kills impetus. I can’t count the number who have told me they can’t get started, let alone finish. And as my film director son says about movies, simply producing one is a major accomplishment, let alone a good one. He compliments novice filmmakers for merely finishing. The same is true about writing a novel. So, yes, I’m all for anything that motivates a would-be novelist to start and (more importantly) to finish. NaNoWriMo Downsides However, I also have reservations. Now, hear me, I’m not trying to talk you out of trying this. If it’s the trigger that results in your first finished novel, bravo! But let’s take a closer look: NaNoWriMo reports that over the years, 250 of its participants have seen their manuscripts sell to traditional publishing houses. That means the authors were paid to be published rather than paying to be printed. Nothing to sneeze at. Until you do the math. A rule of thumb in book publishing is that an unsolicited manuscript has about a 1 in 1,000 chance of landing a traditional book deal. While the figure may be unscientific, it’s not hyperbole. That’s why I teach writing and publishing- so you can improve your odds. What are the odds your NaNoWriMo 2019 manuscript will be traditionally published? Without knowing the total number of novels written since the effort began (this is its 17th year), it’s impossible to say. But one thing I can say for certain: The odds are way worse than 1 in 1,000. In fact, if every success story had happened last year alone- in other words, had all 250 published novels come from only the 431,626 NaNoWriMo manuscripts completed last year- your chances of ultimate success would be 1 in more than 1,725. But those 250 traditionally published novels have come from all the NaNoWriMo manuscripts written since 1999. While not every year would have represented more than 400,000 writers, surely the total is in the millions. My NaNoWriMo 2019 Caution? Need help writing your novel?Click here to download my ultimate 12-step guide. As a writing coach, my goal is to help get your work to where it’s marketable to traditional publishers. That’s the sole purpose of this blog and The Jerry Jenkins Writers Guild. So, far be it from me to criticize a well-intentioned program like NaNoWriMo. It appears to me their goal is not to see you finish a pristine manuscript ready for the marketplace. Their aim, and it’s a worthy one, is to encourage. NaNoWriMo serves to prove to you that you can both start and finish a novel of at least 50,000 words. And that’s just what many writers need. If you believe it would work for you, motivate you, get you to finally get going on your novel, I say go for it. My caution is to not make more of the result than it deserves. The benefit: You knock out a first draft. The danger: You assume your work is done. Bottom line: I applaud NaNoWriMo for what it’s meant to so many writers who need a deadline to finally finish novel manuscripts. I urge you to see the result as only that for now. Finishing your novel doesn’t make you a novelist. You’re still an aspiring novelist, and I’d LOVE to see you fulfill your dream. I’ve harped on this before: If getting traditionally published were easy, anyone could do it. The last part of the process that can be done quickly is getting your first draft down. Just realize that if you were building a house, what you would have after a month of frenzied work is the foundation and shell. Your novel’s foundation has been laid, and its studded shell is standing. Now how long will it take to wire it, plumb it, drywall it, trim it, paint it, and furnish it? A lot longer than a month, I can tell you that. And I’ve averaged an output of four books a year since 1974. Some things can’t- and simply shouldn’t- be rushed. If you’re gearing up for next month’s NaNoWriMo 2019 challenge, I wish you the best. Check back here the first week of December for what to do next. My hope is that your foundation and frame are ready for a lot of finish work. Will you participate in NaNoWriMo 2019? What will your writing schedule look like? Let me know in the comments below.

How the Nuclear Power Impact our Life Research Paper

How the Nuclear Power Impact our Life - Research Paper Example Nuclear power deals with nearly four waste matter streams which might cause in deterioration of atmospheric conditions. These include: (a) Creation of nuclear fuel at the atomic reactor which also brings Plutonium waste into account. It also involves the most harmful elements and isotopes plus more than 100 perilous radio-nuclides and carcinogens e.g. Cesium-137, Iodine-131, and Strontium-90 which are exactly the same poisons present in the fallout associated with nuclear weaponry (Sovacool, 2011). (b) Production associated with tailings from uranium mines as well as generators (c) Discharge of small amounts of radioactive isotopes throughout the nuclear operations (d) Discharge of large quantities of harmful radioactive materials (in the event of mishaps) Effects of Nuclear Power Accidents Three Mile Island On March 28, 1979, the discussion regarding the safety and security of nuclear power turned from assumption to truth. A sad accident took place at the nuclear power plant of the Three Mile Island in Pennsylvania. The Unit-2 of the plant discharged almost 50% the plant’s radioactive contaminants. Although the disaster finished without a major discharge of harmful radioactive contaminants, however, the widespread release of nuclear toxins created a widespread fear in general public, therefore, a large amount of people evacuated from the surroundings of Pennsylvania. The evacuating area was extended on 30th March and almost 140,000 people left the area of 20 kilometer radius within few days (http://www.nrc.gov/about-nrc/history.html). The disaster set new horizons in the field of nuclear power and highlighted that a regulated disaster management system regarding the nuclear power accidents is essential. Consequently, new strategies were formulated to deal with nuclear power which include human training, minimizing the human error at nuclear plants, application of latest technology, and techniques to control and plan the emergency conditions (http://www.nrc.gov/about-nrc/history.html) Chernobyl Disaster In 1986, the disaster took place at the atomic reactor Chernobyl in the Ukraine is still considered as the world’s worst accident in terms of a nuclear plant accident and the aftermaths of this incident are still persisting although a lot have been controlled or minimized. Almost 06% of active radioactive contents of the nuclear plant were discharged into the atmosphere. The mishap forced the evacuation of local population. Almost 0.3 million people evacuated from Kiev and highlighted a harmonious territory to civilization for an indefinite timeframe (Sovacool, 2008). These radioactive contents also included Iodine and Cesium which have a great correlation to human health.

'Critically examine the relationship between war and underdevelopment' Essay

'Critically examine the relationship between war and underdevelopment' - Essay Example Before analyzing the impact of war on development, the present paper will first provide a precise discussion of factors that cause war. Structural and determinist explanations of the causes of war or violence suggest that circumstances compel people to involve in war. There can be several economic factors relating to grievances, inequality or scarcity; social issues relating to some kind of ethnic, religious or gender differences; or political factors like incompatible claims to power, resources etc. Some other explanations look at the agency problems and claim that war results from the choices that people’s agency choose and their fight is quite rational. If the previous two approaches of explaining the causes of war are combined, then it can be said that people’s choice of getting into violence or war is shaped by the prevailing circumstances, which may be based on some conflicting interests or differing rationalities among groups. There is no doubt that war has numerous negative impacts on social, political and economic life of people. Many people are of the opinion that war negatively affects development of a country or region. Huge costs are involved in war. There are a lot of studies which have described several negative effects of war. Among various types of costs, the economic costs are the most important ones that directly affect the developmental process of a country or region. According to Dreze and Gazdar (Dreze and Gazdar, 1991, p. 930), the economic and welfare consequences that resulted from UN-Iraq Gulf war was more severe than the suffering that resulted directly from the war. There exists a distinction between direct and indirect costs of war on human welfare. Direct costs imply the destruction that the war causes to the civilization, while indirect costs are those that are realized in the later periods. During war several economic strategies are undertaken which produces huge impact, mostly in a negative way on the development. For

Understand the background to organizational strategic change

Understand the background to organizational strategic change LO 1 Understand the background to organisational strategic change I. John P Kotters eight steps to successful change; Harvard-Professor Kotter, studying the process of organizational change for over three decades. While any change can be successfully implemented or otherwise be a failure. Kotter worked out an 8-step model. The first four steps here focus on de-freezing the organization; the next three make the change happen; and the last step re-freezes the organization with a new culture (Leading Change by John P. Kotter). The change management guru also mentions that when someone people need to make big changes significantly and effectively, he says that this goes best if the 8 steps happen in order. They have been summarised as below: Create Urgency One needs to create and imbibe an increased sense of urgency. This motivates people to make a move, make real and relevant objectives. Form Team A strong and able guiding team needs to be built. Remembering to get the right people in place for the right job as commitment, and various levels of skill sets need to be matched. Create Vision The team establishes a vision and strategy required to deliver quality service and efficiency. Communicate Vision Involve as many people as possible, communicate the essentials, simply, and to appeal and respond to peoples needs. As the vision competes with various day to day organizational tasks one needs to communicate it frequently and powerfully, and embed it within everything. One should also lead by example. Remove Obstacles At this stage one has to put in place a structure for imminent change. Empower leaders removing any hierarchical obstacles, enabling healthy feedback and enough support from all stakeholders. Create short-term wins Create and set short-term targets that are easy to achieve. Manage the number of initiatives and finish running stages before starting new ones. Consolidate Improvements Consolidate and encourage determination and persistence for ongoing change. Highlight achievements; reward progress; and set future goals. Instil new projects and themes. Make it Culture One has to weave change into the corporate culture. Reinforce and institutionalise the value of successful change via recruitment, promotion. At this step one has to create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten. It has been accepted the world over that change is inevitable. A change can be small restricted to a single or more processes, or even for that matter a system-wide change. Under Kotters theory create a sense of urgency, recruit powerful change leaders, build a vision and effectively communicate it, remove obstacles, create quick wins, and build on your momentum. Such a documented and methodical process can help make the change part of ones organizational culture. II. McKinseys 7S (strategy) framework; Two consultants working at consulting firm McKinsey, in the early 1980s, Tom Peters and Robert Waterman developed this model. It says that, in order to ensure that all parts of the organization work as a single unit, there are seven internal aspects. (Ethan M. Rasiel, Paul N. Friga The McKinsey Mind: Understanding and Implementing the Problem-Solving Tools and Management Techniques.) The seven independent factors could be categorized as Hard Elements: Strategy, Structure and Systems; these are relatively easy to identify. Soft Elements are Shared Values, Style, Staff and Skills, which are more difficult to identify and influence. These are less tangible and more of the cultural aspect.(In Search of Excellence) Shared values: This interconnecting centre of the model mentions the central beliefs and attitudes of the organization. Strategy: Plans for resource allocation to attain identified goals. Need to look at factors like environment, competition and customers. Structure: The way the firms units relate to each other: centralized or decentralized, matrix, network, holding, etc. System: The procedures, processes and routines that say how to perform day to day work: financial systems, hiring performance appraisal; information systems. Staff: Numbers and the type of personnel required for the organization. Style: Cultural style of the business leaders. Skill: Skill sets and capabilities of the firms personnel as a whole. These can be applied to a team or a project. It should be noted that alignment issues do apply, regardless of how the scope is defined. For example this strategy helps to: align processes and departments amidst mergers or acquisitions. improve company performance. determine the best possible way to implement the proposed strategy. scrutinize the likely effects of imminent changes internally. Whatever be the type of change, this model can be used to understand how the organizational machinery is inter-related, ensuring that the broader effect of changes made in one area are considered. The 7S model helps analyze the current situation (Point A), a proposed future situation (Point B) and to identify gaps and inconsistencies between them. Its then a question of adjusting and tuning the elements of the 7S model to ensure that your organization works effectively and well once you reach the desired endpoint. III. Burke-Litwins causal change model; Burke Litwins Causal Model of Organizational Performance and Change, enumerates how performance is affected by internal and external factors. Its framework gauges organizational and environmental factors key to bring in a successful change. It also reveals how these factors can be linked causally to achieve a change in performance. Interestingly it incorporates all the variables in the 7S model adding 5 of its own, describing organisational variables and the relationship between them. Each of the variables interact and a change in any one of them can eventually impact others. This helps in understanding how organisations perform, and how they can be changed. The causal model links what could be understood from practice to what is known from research and theory. The model not only discusses how different dimensions link with each other but also discusses how external environment affects the different dimensions in organization. The model focuses on providing a guide for both organizational diagnosis and planned, managed organization change, one that clearly shows cause-and-effect relationships. Understanding assessing the complexity of organizational change Most organizational change is driven by environmental impact Boxes indicate primary variables affecting organizational performance Arrows indicate critical linkages A change in any variable will affect every other variable Higher level variables have greater weight in effecting organizational change (A causal model of organizational performance and change, W. Warner Burke George H. Litwin, Journal of Management, 1992, vol. 18.) The model outlines that, important elements of organisational success, such as mission strategy, leadership organisational culture, are often forced by changes that finds its source outside of the firm. The change manager has to identify these external changes and understand the implications for him/her and the entire team. The model also distinguishes between transformational and transactional organizational dynamics. IV. David Gleichers change formulae Richard Beckhard and David Gleicher created the Formula for Change. It was later refined by Kathie Dannemiller. This formula, like other theories devised to manage change, provides a model to assess the relative strengths affecting the likely success or otherwise of the programs implemented to bring in change. Change = (Dissatisfaction)(Vision)(First Steps) > Resistance C= D x V x F > R Three factors must be present for meaningful organizational change to take place. These factors are: D = Dissatisfaction with how things are now; V = Vision of what is possible (tangible and concrete); F = First, concrete steps that can be taken towards the vision; If the product of these three factors is greater than R = Resistance, then only is change possible. If not, the system would be not capable of overcoming the resistance. It is essential to include planned tactical thinking, and authority to create vision and identify those crucial, early steps towards ensuring a successful change. The models applications could be before change or during the process of change. When planning a major change, planning teams see to it that all the three elements are built in. During the change, the formula is used to trouble-shoot people resisting change finding out the reasons to any resistance. Being different from earlier management theories, such as F.W. Taylors scientific management approach, this approach advocates employee involvement in change, and the use of the internal or external consultants to manage reactions to change. In modern organizations, employees are taking cognizance of the bigger role of the management and realizing their own role and involvement in the organizational success. Employers are now showing more trust in them. The two roles are, now, not mutually exclusive. M1. Since the General Election in May 2010, the UK Prime Minister has announced a handful of changes to a number of government tools and systems. One of the most urgent task facing the country is to wriggle out of the record debt situation and attain better financial position. This requires reforms to the structure of government, including ensuring that the government has the best machinery possible to deliver efficiencies. Restructuring the Civil Services departments was one such thing. Context and rationale The Governments rationale was to ensure that its public machinerys running costs are tightly managed, benefits are delivered and that any changes represent value for money. The change has been made in order to support him in carrying out his Ministerial responsibilities. David Gleichers change formulae could be used to push further the need for change. It has been generally accepted that the British public has various levels of (D) dissatisfaction with how things are now and they would like change. The top priority and need for them is change from the present situation. This brought in a change of guard at the highest level of governance. Overview The people in-charge envisioned a plan to usher in the required objectives. Possible (V) vision both tangible and concrete are drawn and the (F) first, concrete steps that can be taken towards the vision were implemented. As, in the formula, the product of the above factors is greater than (R) resistance, change was possible. Signs of the new government and the changes brought in are highly visible: departments renamed; websites reset to year zero; and advisers appointed at the order of the coalitions new ministers. The appointment of special advisers to the new cabinet ministers also revealed a subtle shift in the spin operation Camerons government will run. The majority have been taken from the ranks of policy advisors, as opposed to press officers, and some ministers have been told they can only have one special advisor instead of the usual two. Ministers also have a team of civil servant press officers within their departments. Q1.3 Briefly explain any four out of the following strategic intervention techniques in organization change management; I. Autocratic versus participative style In an autocratic style of leadership is one where a single person holds unlimited power or authority. In such a system the team members are not encouraged and cannot put forward their views. They cannot criticize or question the leaders way of getting things done. Owing to a single decision maker, the biggest advantage this style offers is that it leads to speedy decision-making and greater productivity. On the other hand, this form of leadership leads to greater employee absenteeism and turnover. In a participative leadership style, also referred as the democratic style, leaders invite and encourage the team members to play an important role in decision-making process. However, one should note that the ultimate decision-making power is held by the leader. Here employees communicate to the leader their experience and suggestions. Its advantages are that it leads to satisfied and motivated employees. Such a system fosters employee skill development, encouraging creativity. However, in this style a lot of time is consumed and it is most often slow. II. Proactive and reactive, Proactive Strategies are interventions techniques used on an ongoing basis. Such steps on an ongoing basis attempts to reduce the probability of occurrence of a challenging behaviour. They are preventative in nature. Reactive Strategies are interventions which are used only once a problem occurs. They are consequences to the behaviour. It is a damage minimization technique. In positive approaches to change management the emphasis of proactive strategies is encouraged. If one does a good job with the proactive strategies, then reactive steps and policies need not be necessary. Sometimes it fully eliminates the challenges. Techno-structural interventions; Techno-structural interventions purpose is to form appropriate work designs and organizational structures providing strategic support of organizational development (E lawler III, 1974). In this form of intervention, the restructuring of the organization is very important. Here, workload is divided in the overall organization via sub-units for effective task completion (M Tushman, E Romanelli, 1986). Restructuring can be performed on at least five major factors environment, organization size, technology, organization strategy and worldwide operation (Thomas G Cummings; Christopher G Whorley, 2002). Employee involvement and work design are other major components. IV. Human process interventions; In todays corporate world, strong emphasis is being laid on humanistic values. Focus is now turning on helping members to enhance themselves, each other and the ways in which they work together in order to enhance their overall organization. The following human process interventions might be particularly helpful during change projects: many new employees, different cultures working together, many complaints among organizational members, many conflicts, low morale, high turnover, ineffective teams, etc. D1 Managing change is as important as ushering in change itself. Proper diagnosis of desired organizational changes, allows application of such strategic intervention as role playing, team development, survey feedback, process consulting, etc. Adopting strategic intervention methods, modern organizations can build success and advancement within and outside their organization. LO 2 Understand issues relating to strategic change in an organisation Q2.1 examine and briefly comment on the need for strategic change in an organisation (P4) Change has become the essence of organizational growth and development. Most change programmes arise from management whims such as culture change, business process re-engineering, and empowerment among others. Another reason for initiating change is competition and the organisations need to reposition it. The following are the some key reasons that initiate the need for change in an organization. They are forced, telling, participatory, or transformational changes. By identifying the root cause, you can determine which mode of change you are actually dealing with in your business. Situations that require a mode of change can be financial, technological, economic, environmental or human focused. The time between the change and the realization of the results of that change is what William Bridges termed as the â€Å"neutral-zone† (Managing Transitions, W. Bridges). Most initiatives are given up because organizations do not see the gap for what it is; the transition between the old world and the new Q2.2 Outline the forces that are impacting on an organisation and driving the need for change (P5). And critically analyse the current position of an organization of your choice and assess the factors in the organisation that are driving the need for change. (M2) As discussed in the question above, situations that require a mode of change can be anything. Factors could be financial, technological, economic, environmental or human focused. The change may be driven from internal or external circumstances such as a new competitive advantage or threat, economic considerations, advancing technology, management restructuring or ownership change, customer dissatisfaction, vendor disruption, or loss of key personnel just to name a few. The figure below shows the contextual features and design choices for a change process undertaken by Glaxo Pharmaceuticals in 1988, prior to its merger with Wellcome in the early 1990s. (Balogun and Hope Hailey) Glaxo was undertaking a proactive change initiative with time on its side. The initial scope was only realignment, as the aim was to generate readiness in its complacent sales division for the transformational changes that were to come to match the changing customer requirements of the National Health Service and the reduced income that would result from one of Glaxos major drugs coming off-patent in the mid-1990s. Interestingly Glaxos balance sheet was heavy, and had the capacity to invest in the change process. However, it wanted to ensure that the change process did not antagonise its sales force and cause them to leave and join competitors. The timescales and the two phases of the scope allowed it to follow a path of reconstruction to generate the required levels of readiness, followed by a longer term evolution. Its capacity and time enabled it to invest in participative personal development initiatives and other symbolic interventions as part of the reconstruction, which would have been out of reach for a less profitable organisation. Q.2.3 If strategic change is important, why do some people find it difficult to accept and what are the consequences of this on the resources of the organisation and on the change process. (P6) As change can be for the proverbial good or bad for an organisation, there are more often than not resistance to the change process. Resistance could come from the following factors: A lack of awareness about the change Low tolerance to change Comfort with the ways things are and fear of the unknown. Conflict over the need for change Misunderstanding Parochial self interest Fear of failure. Loss of status and/or job security. Peer pressure. Disruption of cultural traditions and/or group relationships. Change is also resisted because of the poor way in which change is managed. Although most people feel comfortable with minor changes, it is not easy for people to live and work by yesterdays reality. While a degree of resistance is acceptable, it could lead to Disruption, Stress, Project delays, Missed objectives, Decline in production, Absenteeism, Loss of valued employees, and The ultimate failure of the whole process of implementing change or even the whole organization. LO 3 Be able to lead stakeholders in developing a strategy for change Q3.1 Briefly explain how to involve stakeholders in the planning of change (P7). Use an organization of your choice to demonstrate it is workable in the selected organization. (D2) It is important to consider and understand that people and all stakeholders would be personally be affected by the change process. On a broader scale change requires that â€Å"people do something they have not done before† (Galvin 2003). People are generally the most critical resource, supporter, barrier and risk when managing change. At the onset of the change being conceptualised, the articulation of vision cannot be done exclusively and has to take all parties involved in the process. It is essential that at this stage one involves all of those who will have a stake in the achieving the vision. Strategic plan development requires consideration and articulation of values and priorities; the plan should reflect views expressed by all those involved in the process. Q3.2 List and identify the different strategies that are available in the process of change management in an organization of your choice that would involve ‘stakeholders of such organisation. (P8) For the organizational change exercise to succeed, the management team has to depend on an assortment of people at various stages of the organization. They can be divided into five groups. (Managing Change in the Workplace (2nd Edition) Stakeholders at various Stages Description Examples Change recipients Intended receivers of change or change outcomes End-users of new software Employees of merged companies Decision makers People who approve a change exercise and decide its scope and direction Steering Committee Members Project Sponsor Chief Executive Officer Resource holders People empowered to release financial and human resources required by a change effort Chief Financial Officer Financial institution such as a bank Line Manager Program implementers People charged with the responsibility for bringing about the change Program Manager Project Manager Project Team Members External parties People that are not the intended recipients but who are impacted by the change suppliers whose access to a business is restricted after a change in business hours broader community impacted adversely by a new product that contaminates the local environment Once you have identified your stakeholders at each stage, consider the key messages you will need to deliver to each group in order to gain their support. 3.3 Evaluate ‘six step stakeholders circle as an effective system used to involve stakeholders in the development of a change strategy (P9). You need to evaluate the process, taking account of anything that worked well and anything that did not work well or could have worked better in an organisation of your choice. (D3) The concept of ‘Stakeholder Circle is a registered trademark of the Mosaic Project Services Pty Ltd, Australia. The following are considered when positioning a stakeholder within the circle The radical depth of each stakeholders segment represents the power of that stakeholder. Each stakeholders degree of influence is represented by the width of their segment, the wider the segment, the greater the influence. The proximity of a stakeholder to the project is represented by how close their segment is to the project in the centre. The outcome of the visualisation above is to facilitate decisions on where the project team need to concentrate on their stakeholder management effort. This is based on the understanding of each element like key and relevant stakeholders. After such a careful study can one make a stakeholder-centric planning process be started. 3.4 Using the same organisation in 3.3. Create a strategy for managing possible resistance to change that is appropriate to the selected organization (P10). You need to address the issues and provide a workable approach to overcoming the resistance. (M3) LO 4 Be able to plan to implement models for ensuring ongoing change Q4.1, 4.2 and 4.3 briefed below By looking at change as a process with distinct stages, the change management team needs to prepare itself for what to expect at each stage and make subsequent set of plans. In such a method it becomes easier to manage transition, rather than being caught unawares. Understanding the why the change needs to place, is one of the foremost in any successful change process. Lewin said that, â€Å"Motivation for change must be generated before change can occur. One must be helped to re-examine many cherished assumptions about oneself and ones relations to others.† This is the unfreezing stage from which change begins. After the initiation in the first stage, the change stage is where people begin to make up their mind and are coaxed to look for alternative behaviours. Ideally team members begin to believe and act in ways that support the new direction. The final stage is all about stability. In the stage before this changes have been made and established. At this level changes are accepted and they replace the previous norm and become the new model. Team members shape new relationships and become comfortable with their routines. This can take time. UK retailer, Marks Spencer (MS), found its way into trouble in late 1990s and it subsequently tried to put in place programme of change. It explored issues concerning to the organisational culture, strategic drift, strategic choice and the management of change. The Unfreeze stage: One of the biggest and foremost needs for change came from the customers front. The management and staffs attitude at MS were now being termed as ‘rude and arrogant by some analysts. This was owing to MS stellar performance and the distant competition. This way of doing things, had to be changed as its growth trajectory was taking a slight southward path. This was extremely difficult to change. The internal workings of at the retailer, which were mainly run by family members at the helm of affairs, had also become highly deferential, male oriented, with considerable bureaucracy. Amid this, the market began to see the tides of changes. More and more customers began to value higher levels of service, and were seeking novelty and difference. Competition was picking up too and the quality of service and range of products being offered started to take a toll on sales for the market leader. The Change stage: Luc Vandevelde, Chairman and Chief Executive, gathered info and talked to all stakeholders. It set up an executive team in place and began a strategic review which was rigorous and all inclusive and was radical. The change management team kept all people informed and took feedback from every important person who had something to offer. The Refreeze Stage: The change leader in the form of Vandevelde chalked out some successful strategies like A rebrand and update of the corporate image thus avoiding the confusing ‘Marks Spencer and ‘St Michael symbols. A restructuring of the supply chain where stores were stocked based on demographic patterns. stressed the importance of restoring confidence to MS ‘core customers

Diesel Engines: United States and Europe

Diesel engines are routinely sold in European automobiles, with an estimated 6. 5 million vehicles on the road as of 2003 (DeGaspari 28). In both Europe and the United States, diesel engines are used in industrial and commercial applications like generators and commercial vehicles. However, the United States has historically been slow to embrace the concept of a diesel-powered personal automobile, and diesel automobile engines are only recently beginning to gain any traction in the US auto market. What are the reasons for this reluctance, and how can diesel engines gain more of a market share?The reasons for US market slowness in adopting diesel engines are varied. First, the diesel engine suffers from a perception problem which dates to the engines of the 1960s and 1970s – Americans believe that diesel engines are dirty, inefficient and noisy, making for an uncomforta-ble passenger ride, higher emissions and an insufficiently powerful engine. Second, diesel engines cost more than traditional gasoline-powered engines; with American gas prices being historically much lower than European gas prices, there has been no financial incentive in the past for the adoption of diesel engines in the United States.Third, the availability of diesel fuel is not con-sistent across the United States and it is often more expensive than gasoline. These issues are being addressed in a number of ways. The availability of biodiesel (diesel fuel produced from non-petroleum sources, including plant matter, byproducts from meat pro-cessing such as rendered fat and discarded cooking oil) has been increasing steadily, bringing down the price of diesel and offering an environmentally friendly alternative, while the price of gasoline has been increasing.Newer engine designs are quiet and clean thanks to the develop-ment of fuel injection systems, with emissions as low or lower than gasoline engines. The diesel engine offers a higher mileage per gallon and a longer range (distance tr avelled on a tank of fuel), along with a higher torque with a smaller engine, making them attractive choices for American sport utility vehicles and light trucks, as well as the compact car market, where consumers tend to be more conscious of energy efficiency. Historically, American vehicles with diesel engines were dirty and noisy (Siuru 52).The high level of emissions and uncomfortable, noisy ride made a diesel engine an unattractive pro-spect, and relegated the diesel engine to commercial vehicles and applications like generators. In the late 1980s and early 1990s, however, European car manufacturers began to engage in serious research aimed at improving the technical design of the diesel engine used in passenger vehicles. At that time, the market share of the diesel engine in Europe ranged from 10% in Germany up to 35% in France, significantly higher than America, where most diesel vehicles were imported by European automobile enthusiasts (Siuru 52).The first major improvement was introduction of an electronic fuel injection control system (Siuru 52). This system maintains an even fuel supply, reducing the loud banging noise associated with a diesel engine; it also reduces the fuel supply variation, eliminating the vibration and â€Å"hum† of a diesel automobile (Siuru 52). The first electronic fuel injection systems were indirect injec-tion systems (IDI), which mixed the fuel with air in a turbulence chamber before injecting it into the engine’s combustion chamber (Siuru 52). These engines were efficient and produced low emissions.However, direct injection (DI), which injects the fuel directly into the engine’s combustion chamber, bypassing the admixture with air, offered even greater fuel efficiency, albeit with high-er emissions levels (Siuru 56). The direct injection system was developed by Fiat in the mid-1990s and quickly became popular (Siuru 56), The most common implementation of the direct injection system is the common rail direct injection system (Ashley 58). This system, implement-ed by most European car manufacturers in the 1998 model year, offered a way to decrease fuel consumption and emissions by about 30% from the previous designs (Ashley 58).The common rail system uses a manifold to pre-load fuel as a buffer between the injectors and the engine, of-fering greater control of fuel usage according to driving conditions (Ashley 59). While electronic fuel injection systems improved the regularity and smoothness of the die-sel engine’s operation, particulate and nitrogen oxide (NOx) emissions were still a problem, and continue to be a problem as emissions controls for passenger vehicles become more and more tight.While an indirect injection engine offered lower emissions due to more efficient use of fuel, direct injection engines offered markedly better performance (Ashley 57). A further challenge is that while European emissions standards are primarily concerned with carbon monoxide and carbo n dioxide, American emissions standards are mostly concerned with nitrogen oxide and particulate emissions (Marshall 27). An engine which will be used in both American and European vehicles must control both adequately to meet emissions standards. Emissions are controlled in a variety of ways in the diesel-powered vehicle.The catalytic con-verters typically used in gasoline engines don’t work with diesel engines, due to a difference in the amount of oxygen present in the engine’s combustion chamber(DeGaspari 30 ). One approach to reducing nitrogen oxide emissions in a diesel engine is to use a chemical reaction called selec-tive catalytic reaction, which uses urea (ammonia) to remove the available oxygen (DeGaspari 30). A second method, called a lean NOx trap, causes the engine to cycle between an oxygen-lean and an oxygen rich environment on a regular basis in order to â€Å"break up† the nitrogen oxide molecules (DeGaspari, 30).These traps are often mounted to the tailpipe rather than directly in the engine (DeGaspari 30). The most common solution for particulate emissions is a filter on the tailpipe which traps particulate matter in the exhaust rather than releasing it (DeGaspari 30). The most recent advance in emissions, called homogenous charge compression ignition or HCCI, is a whole-vehicle solution to the mileage-emissions tradeoff with both gasoline and die-sel engines. HCCI, still in development, is being viewed by automobile manufacturers as a boon for the future for both gasoline and diesel engines.HCCI uses a combination of gasoline and die-sel engine design aspects for a high-efficiency, clean-burning engine which is designed to pass emissions standards testing in both the United States and Europe (Marshall 27). The HCCI en-gine premixes air and fuel before feeding it to the engine (a gasoline engine trait), but it uses compression ignition rather than spark-plug ignition (a diesel engine trait) (Marshall 27). This en-gine ha s the additional advantage of being dual-fuel – it can be used with either diesel or gaso-line, reducing the pressure of fuel availability for owners of vehicles (Marshall 28).The HCCI engine design also has the potential to be used with other forms of liquid fuel, such as hydrogen, ethanol or other forms of fatty-acid fuels like diesel and gasoline, widening the possi-bilities for alternative fuels of the future (Marshall 28). The final improvement in diesel emissions is not in the engine itself, but in the chemical makeup of the fuel. Ultra-low sulfur fuels, which were mandated by the FDA in 2006, both reduce emissions and allow for more advanced emis-sions control systems, which can be unusable with higher-sulfur fuels because the sulfur interferes with the necessary chemical reactions.(DeGaspari 30). Engine power is another significant beneficiary of European manufacturer’s research over the last 20 years. American diesel engines have had the reputation of not bein g very powerful; however, the modern diesel engine has greater torque and a greater range (number of miles trav-elled on a single tank of fuel), as well as higher mileage, in a smaller, lighter-weight engine than the equivalent gas engine (DeGaspari 28). A diesel engine in a sport utility vehicle can offer forty to fifty percent greater fuel efficiency over a gasoline engine (DeGaspari 28).The diesel version of the 2006 Jeep Liberty, which was designed with a 2. 8 liter engine, offered 27 MPG high-way/21 MPG city. Compared to its gasoline powered sibling (21 MPG highway/17 MPG city) this was a 24-30% increase in engine efficiency (DeGaspari 28). Because American cars tend to be larger than European cars, engine redesign for greater torque has been popular with American automobile manufacturers (DeGaspari 28). Diesel engines can cost significantly more than traditional gasoline engines.The engine it-self is more expensive, as it is heavier and more precisely controlled; diesel emissi ons devices are also more expensive than their gasoline counterparts. A diesel engine can add one to two thou-sand dollars to the overall consumer price of a vehicle, making it unattractive if fuel efficiency is not a concern (DeGaspari 30). This problem has been self-correcting with a persistent rise in fuel costs and operational cost of automobile ownership in the United States.In 1992, with fuel costs two to four times higher in Europe than in America, diesel engines already held a significant por-tion of the automobile market share; however, doubt was expressed that they would be accepted in America (Siuru 58). With a significant rise in fuel costs over the last 15 years, diesel has be-come more and more attractive to Americans concerned with the mileage of their vehicles. By 1997, experts acknowledged that there is an American market for diesel SUVs (Ashley 62) and currently, both European and American automobile manufacturers now offer passenger vehicles for sale in America (D eGaspari 28).The availability and continued supply of diesel fuel is a serious concern in the United States. Europe, where as much as half the vehicles on the road at any one time are powered by diesel, took the approach of producing its own biodiesel rather than relying on imported petro-diesel (Schmidt 86). Europe has a significant percentage of arable land devoted to rapeseed (can-ola) which is primarily used in the production of biodiesel (Schmidt 86).Biodiesel is diesel oil produced using plants or animal remains rather than petrochemicals; there are many common sources of biodiesel, including virgin plant material (canola, soy, wheat, barley, palm, pine trees, corn and algae have all been used to produce biodiesel), and used cook-ing oil from restaurants, known as yellow grease (Schmidt 86). Most United States biodiesel is derived from soybeans, which offer an 18-20% oil yield. The remaining mass can be used to pro-duce animal feed. Soybean based biodiesel releases about 3.2 t imes the amount of energy used to produce it, making it an extremely efficient energy source (Schmidt 87). Biodiesel is not only good as an alternate fuel source to petroleum-based diesel, it is a cleaner fuel. According to the National Renewable Energy Laboratory (NREL), B20 biodiesel (a mixture of 20% biodiesel and 80% petrodiesel) releases l0% less carbon monoxide, particulates and total hydrocarbon, and is carbon dioxide-neutral (Schmidt 89). There are some concerns about the lev-el of nitrogen oxide emissions with biodiesel.A 2006 FDA literature review concluded that B20 biodiesel nitrogen oxide emissions are about 2% higher than the equivalent petrodiesel (Schmidt 90). However, Scott Gordon, founder of Green Technologies, points out that catalytic convert-ers can be used with ultra-low sulfur fuels in addition to traditional emissions controls, which has the potential to greatly decrease nitrogen oxide emissions (Schmidt 90). There are a number of problems with biodiesel which are being addressed by manufactur-ers.The first is that of agricultural resource allocation to biodiesel production. Currently, most United States production of biodiesel uses surplus soybean crops (Schmidt 86). Soybeans have a relatively low yield of only 18-20% oil, however, making soybean cultivation to meet expanded biodiesel requirements problematic (Schmidt 91). In order to expand biodiesel production, dif-ferent crops are required. Two alternatives are rapeseed (canola) and algae. Rapeseed is common-ly grown in Europe as a biodiesel source.It has a 40% yield of oil and is easily cultivated (Schmidt 91). Algae has a remarkably high 50% yield and a production of 8,000 gallons per acre per year, making it the most productive crop found so far. However, problems with designing a large-scale agricultural system for algae have held back use of this material so far (Schmidt 91). In order to grow algae for commercial biodiesel use, indoor systems would need to be designed to precise ly control growing conditions and species in tanks.As Schmidt notes, there is the pos-sibility of creating a large supply of algae by feeding with wastewater treatment plants. Solving the technical problems of cultivating algae is essential for the continued growth of biodiesel. It is estimated that 15,000 square miles of algae cultivation (approximately 9. 5 million acres, a frac-tion of a percent of current American land given over to agricultural usage) could be enough to replace the entire stock of petroleum used in American transportation (Schmidt 91).Unfortunate-ly, not all countries have the availability of arable land that the United States does, and environ-mental degradation can result from planting what is seen as a cash crop at the expense of sub-sistence crops or native habitat. Rain forest clearing in order to plant palm trees, a common source of imported biodiesel, has had a bad effect on Indonesian forests (Schmidt 92). A second problem with biodiesel is inconsistent low-temperature operation. All diesel fuels will gel with extreme cold, but biodiesel gels more quickly at higher temperatures.To operate a diesel engine in colder conditions, a mixture of petrodiesel and biodiesel is required (Schmidt 89). The most common blend of petrodiesel and biodiesel is called B20 (20% biodiesel and 80% petrodiesel); however, even lower blends of biodiesel, such as B2 and B5, are beginning to gain traction in the market (Schmidt 89). A third problem with biodiesel is inconsistent quality. Federal and state tax credits for bio-diesel production make it attractive to companies large and small (Schmidt 90).A biodiesel blend made from virgin vegetable oil is eligible for a 1-cent per gallon discount on federal fuel excise tax for each percent of biodiesel in the blend; a blend made from yellow grease, or recycled cooking oil, is eligible for half that (Schmidt 90). This is a powerful incentive for biodiesel pro-duction. Unfortunately, quality sometimes is lackin g in the production controls. High levels of glycerin, a byproduct of biodiesel production which can clog filters and reduce engine perfor-mance, making it difficult to start the engine when cold, were found in one third of the samples tested by NREL in 2006 (Schmidt 90).These samples came from blending facilities where the biodiesel fuels were mixed and then sent to distributers. The NREL attributes these problems to a sudden increase in demand leading to some plants starting production without quality control procedures in place (Schmidt 90). As gasoline prices continue to rise and the American public gives serious attention to the energy efficiency and mileage per gallon of their personal automobiles, diesel engines become more attractive to car buyers.With fuel efficiency 30% or more higher than gasoline engines, electronic fuel injection offering a smoother, quieter ride, as well as greater torque in a smaller engine allowing for lighter-weight and higher-mileage sport utility vehicles, and the availability of biodiesel offering an environmentally friendly, renewable fuel source, the performance prob-lems of past generations of American diesel vehicles have been largely solved.Rapid develop-ment and improvement of diesel technology to keep up with tightening emissions control re-quirements has led to extraordinarily clean vehicles. American and European automobile manu-facturers have begun to produce diesel automobiles for the American market, and have expecta-tions of solid sales. The question remains, however: will American consumers follow the lead of Europe and embrace diesel engine technology?

Descriptive Essay - Original Writing - 1108 Words

â€Å"Ugh. It’s just so hot! I can’t do anything it’s so hot,† I groaned. Mika looked over at me and mirrored the annoyed expression that I realized was on my face. I quickly wiped away the expression and tried for something a little nicer. After a bit I just gave up and lay down on the cement floor of our living room. It was cooler down there so it gave a moment of relief. The floor started to warm up where I lay though, so I had to keep moving from place to place so I wouldn’t start to sweat too much. It was October of 2014. Towards the end of the year was always the most miserable time for everyone. It was just before the rains came, so it was very hot and unbearably humid. During the worst days, I couldn’t bring myself to do much.†¦show more content†¦When it began to dump lots of rain every day, our back yard would turn into a mud bath. You couldn’t walk outside without slipping, sliding or sticking in the mud. Some people might think this very inconvenient, but Mika, Gabe, Tessa, and I quickly realized how great it could be. During that time, the termite hills in our yard turned into a giant playground of fun. The top layer of clay became muddy and slippery, which gave me one of my best ideas, probably to this day. I gasped in amazement at the brilliance of the idea that had just popped into my head. â€Å"Guys,† I said. â€Å"Lets slide down the hill!† At first we tried a few different techniques in an attempt to keep our clothes clean enough to wear another time in the future. We tried sitting on plastic bags, planks of wood and many other objects, but that didn’t end up working out as well as we planned. Whatever we were sitting on always ended up slipping out from underneath us. Eventually we just forgot about all of that and decided it didn’t matter that much if our clothes got ruined. So we struggled up the hills, trying not to slip and slide all the way down before we reached the top. Once we got to the summit, we chose the best path to slide down that wasn’t blocked by trees, bushes, or rocks. We then seated ourselves in the mud at the top of the mound, gave ourselves a little push, and slid down the runway. It was a thrilling moment of

The Influence of Instructional Facilities on Students’...

TABLE OF CONTENTS Title page†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦i Certification†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.ii Dedication page†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦.†¦iii Acknowledgement†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦iv Table of contents†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...†¦vi List of tables†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦.x Abstract †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦xi CHAPTER ONE: INTRODUCTION Background to the study†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..1 Statement of the problem†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.5 Research Questions†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦6 Research Hypotheses†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦...7 Purpose of the study†¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦...8 Assumption †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦.†¦...9 Significance of the study †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦...9 Scope and delimitation†¦show more content†¦The study sample population was made up of 177 respondents who were all secondary school students in public secondary schools. Seven research questions were raised out of which four (4) were answered and the other three (3) questions were hypothesised. Consequently, three (3) hypotheses were raised and analysed. The following are the findings of the study based on the data analysed: majority of the respondents do not use audio, audio-visuals and other (including laboratories, laboratory manuals and models) instructional facilities in teaching and learning. However a large percentage uses print materials (such as textbooks, maps, pictures, etc); Majority of the respondents indicated thatShow MoreRelatedAn Impact Assessment of Science and Technology Policy on National Development of Nigeria61708 Words   |  247 Pagesdissertation has been approved for submission to the St. Clements University for the award of the Degree of Doctor of Philosophy (PhD) in Management. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Dr. Gabriel U. Moti Professor David Iornem â€Å"Supervisor Academic Adviser †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦ St. Clements University v DEDICATION This research work is dedicated to my wife Hajiya Fatima Abdullahi and my children Mohammed Bashar, Zainab, Jamila, Aisha, Isa, Fatima and Abdullahi for their patience and