Boeing Company Essays

Boeing Company Essays Boeing Company Essay Boeing Company Essay Table of Contents The Boeing 787 Adrenaline . Introduction Table 1 . Milestone for the 8787 A. Table 2. Orders for Boeing and Airbus B. Organization Chart for Boeing Company Officers C. . Marketing and Financing Strategies The weak U. S Dollar Table 3. Serving from weak Dollar Hedging the Strong Dollar The 8787 Global supply Champ Ill. Figure 1. Bringing the parts together in Everett Table 4 Major Parts Suppliers The Boeing 787 Adrenaline has become the fastest-selling, wide body Jet liner is aviation history with a total of 850 orders valued at $ 127 billion placed by 56 customers as of September 2010. Boeing began to take orders of the 8787 Adrenaline after it surveyed its customers in 2001 after the 9/1 1 terrorist attacks on the World Trade Center, which led to the collapse of commercial air travel. Aviation fuel prices also began to rise due to the increased globalization of business world trade and international business travel especially in the BRICK emerging markets of Brazil, Russia, India, and China. Boeing began to take orders for the 8787 after at surveyed its customers and it decided to make the 8787 20% more Fuel-efficient than its other Jet liners. Table 1 Dowel sin Table 1. April 26, Sows ten growth In orders Doglegging Witt Its program launch In Milestones for the 8787 2004 Program Launch with record orders the 50 planes from ANA of Japan. Orders growth to 237 in first year of its sales. July 8, 2007 Roll out of the 8787 prototype in its Premier Showing Orders reach 677. December 15, 2009 First Flight or Madman Voyage f the 8787 October 16, 2011 Entry into Commercial Service by Launch Customers ANA. Orders including cancellations climb to 820 In addition to the consumer survey, Boeing decided not to pursue a fuel-guzzling bubble-Decker development like Airbus had done with its AWAY plane. Orders for the AWAY were showing of the rising aviation fuel prices and the terrorist attack on the World Trade Center. In addition overall orders for Boeing Jetliners had fallen behind Airbus orders and top management realized that to recapture Boeings leadership position, it would have to come out with game-changing, new Jet liner, which became the Adrenaline. Table 2 shows the competition between the two manufacturers from 1996 to 2006 Table 2. Comparisons of orders for Airbus and Boeing. Year 1995 1996 1997 Airbus 106 326 Boeing 441 08 1998 1999 2000 556 601 476 520 355 Year Airbus 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 375 300 284 370 1055 790 1341 779 291 465 Boeing 318 251 239 272 1002 1044 1431 662 142 480 Throughout the late sasss Boeing orders were ahead of Airbus but fell behind in 1999 and from 2001 to 2005. This reversed in 2006 as orders for the Adrenaline started to come in, vindicating Boeings decisions to make the plane more fuel- efficient. The three ways that Boeing used to make it more fuel-efficient are: Use of light-weight, carbon-fiber composite plastic material in the wings, body, tail, SSE of the Adrenaline. The carbon composite plastic will be supplied by Torah of Japan. More fuel-efficient engines supplied by GE. And Rolls Royce Development of more efficient fuel systems using advanced technology. The top company officers responsible for this decision are shown on the organization chart of Boeing company officers for 2011 II toner Marketing an A. The weak U. S dollar a Hannibal strategies The weak U. S dollar and strong foreign currency of the buyers greatly reduced the cost of buying the plane. The savings for are Air Canada purchase of one 8787 costing U. S $MM is calculated as follows. The plane is ordered when the exchange rates is U. S$ 1. 00 = C$ 1. 59. The cost in Canadian dollars is C$ 238. M. Six years when delivery and payment for the plane occurs, the exchange rate is U. S. $ 1. 00 = C$ 0. 9623. The cost in Canadian dollars has fallen by C$ 94. MM, which Air Canada saves. The % savings is calculate to be 39. 5% and is shown in Table 3 along with savings for Santa of Australia, LANA of Chile, ANA of Japan. Table 3. Savings from weak dollar. Airline Savings %Savings Air Canada C$94. MM. 5% A$MM 38. 7% Santa Lana (Chile) Chi 30,784. 29. 2% ANA yen 1,024. 5 5. 6% B. Hed ging the strong U. S dollar In the even that the US dollar strengthened against the foreign currency, foreign exchange bankers recommend that the foreign buyer negotiates a long term hedge like the credit or money market hedge good for six years with the buyers bank. Ill. The 87878 Global supply Champ The 8787 will be assembled from sub assembly models made in the United States and abroad and this process follows the modularization assembly techniques of the auto industry. The suppliers help to reduce the cost of the 8787 because they pay for he R D for making their parts according to specifications supplied by Boeing. The suppliers will also be used to help sell the plane to airline in their countries. Table 4 lists the major suppliers like the three Heavy Industries of Japan (Amateurish, Sukiyaki, Fuji), which were instrumental in getting ANA of Japan to place its second order of 50 planes making it the launch customer for 8787. Table 4. Major Parts suppliers Parts Suppliers # Of Engineers Comments Elena of Italy 770 Makes mid fuselage horizontal stabilizers of wings; Italy has NO AIRBUS manufacturing plant Spirit Arrestees of Wichita Kansas 670 Makes SSE section, engine pylons and wing edges.

English for Medical Purposes

English for Medical Purposes Pain that comes and goes might be chronic pain, or it might be just be something that indicates another condition. This dialogue might take place during a routine checkup, or perhaps during a trip to the emergency room, or urgent care. In all cases, doctors will often ask how strong the pain is on a scale of one to ten, as well as any activity that may have caused the pain to take place.   Pain that Comes and Goes Doctor: How long have you been having this pain?Patient: It started in June. So for more than five months now. My stomach hurts after some meals, but not always. Doctor: You should have come in earlier. Lets get to the bottom of this. Have you changed your eating habits during this period?Patient: No, not really. Well, thats not true. Im eating the same foods, but less. You know, the pain seems to come and go. Doctor: How strong is the pain exactly? On a scale of one to ten, how would you describe the intensity of the pain?Patient: Well, Id say the pain is about a two on a scale of one to ten. Like I say, its not really bad. It just keeps coming back... Doctor: How long does the pain last when you get it?Patient: It comes and goes. Sometimes, I hardly feel anything. Other times, it can last up to half an hour or more. Doctor: Is there a type of food that seems to cause stronger pain than other types?Patient: Hmmm ... heavy foods like steak or lasagna usually brings it on. Ive been trying to avoid those. Doctor: Does the pain travel to any other parts of your body - chest, shoulder or back? Or does it remain around the stomach area.Patient: No, it just hurts here. Doctor: What about if I touch here? Does it hurt there?  Patient: Ouch! Yesa, it hurts there. What do you think it is doctor? Doctor: Im not sure. I think we should take some x-rays to find out if youve broken anything.  Patient: Will that be expensive? Doctor: I dont think so. Youre insurance should cover routine x-rays. Key Vocabulary backbrokenchesteating habitsheavy foodsinsuranceon a scale of one to tenpainshoulderstomachto avoidto come and goto cover somethingto get to the bottom of somethingto hurtto keep coming backto last (an amount of time)x-rays Check your understanding with this multiple choice comprehension quiz. More English for Medical Purposes Dialogues Troubling Symptoms - Doctor and PatientJoint Pain - Doctor and PatientA Physical Examination - Doctor and PatientA Prescription - Doctor, and PatientFeeling Queasy - Nurse and PatientHelping a Patient - Nurse and PatientPatient Details - Administration Staff and Patient More Dialogue Practice - Includes level and target structures/language functions for each dialogue.

A Person who Had a Significant Influence on You Essay

A Person who Had a Significant Influence on You - Essay Example It is much harder for outsiders to make their mark in an established market, and so I admire him particularly for achieving this, and for making it possible for others to follow in his footsteps. Sebastian Kaindl has always believed in my ability, and I have been working with him very seriously since 2009. At first I noticed mainly that he knew all about the various skills and techniques that a professional footballer needs to work on. I valued him for his knowledge, and I followed his instructions very closely. He invented a special training system to build explosive, fast and strong athletes, and I was extremely keen to follow this career path, and so I concentrated on the detail of the footwork, on building up speed, and understanding the difficult arts of changing direction and sprinting mechanics. These are subjects which I had found quite boring in school, but when they are understood in the context of football it becomes very clear why we need to know about them. Sebastian Kai ndl has a great enthusiasm about the knowledge that lies behind the game, and this enthusiasm is evident in all the classes that he takes. For someone who is so successful, he is also quite a modest guy. He told me that other people have done excellent work in designing training methods in the past, and that we should never give up learning how to improve what we do. He incorporated some of Louie Simmon’s techniques, for example, because thought that this was the best approach for strength techniques. I noticed also that Sebastian Kaindl takes notice of the individual needs and situation of each athlete. In the past I have taken part in training squads where one set of exercises was designed for the whole group, and no variation was allowed. This might be good for creating team spirit but it is not the best way to achieve individual excellence. Thanks to Sebastian Kaindl I have learned to believe in myself, and to push always for a training regime that is ideally suited for m y needs. The mix of exercises that I have been doing with him ranges from Boxsquatting with bands, to Olympic lifts, medicine ball work and a wide variety of different jumps. I don’t know where he learned all these different techniques, but he certainly knows how to pick them and build them into a tailor-made regime for each person. When I was younger I used to think that being good at football was all about technique and fitness. Thanks to Sebastian Kaindl’s training and personal example I have learned that there is a lot more to it than that. Some of the things that make the difference between a good player and a great player are more to do with how a person thinks. One of the first lessons I learned from him was that discipline has to come from inside yourself, and that developing self-discipline leads on to reliability, dedication continuity and all the qualities that football managers and leaders look for in their players. I have seen so many examples of exception ally talented players who have ruined their chances through lack of discipline for example in terms of sticking to the prescribed diet or attending all of the sessions. I used to watch him as he prepared for a session and it was clear that he came with his mind already fully focused on the task ahead. He was not late for appointments and he treated people with

Homeland Security Coursework Example | Topics and Well Written Essays - 1000 words - 1

Homeland Security - Coursework Example The paper tells that signed by George Bush, The Patriot Act aims for uniting and strengthening America by providing appropriate tool required intercepting and obstructing terrorism. The United States Northern Command or NORTHCOM is a branch of the US military that defends the US against any possible mainland invasion. This unified Combatant Command is responsible for safeguarding the US from any air, land or sea attack that could potentially come from Mexico, Canada, Alaska or Puerto Rico. The National Infrastructure Protection Plan or NIPP is plan developed by the Department of Homeland security. The plans aims to bring together critical infrastructure and key resources in the country to act as protection for the country against any potential attacks According to this plan, the public and private sector needs to form a unified front in order to minimize risk for the country. Risk Management is a systematic task of identifying, evaluating, prioritizing and minimizing risk while also taking into consideration financial and other resource constraints that an organization may face. Signals Intelligence o SIGINT, as opposed to HUMINT, is intelligence gathered through the help of technology or more specifically signals. This includes both communications intelligence and electronic intelligence. National Response Framework or NRF is a part of the strategy developed by the Department of Homeland Security to bring the country together in the case of a disaster or emergency. The framework aims to improve the country's ability to manage incidents by covering all aspects of a disaster. The Posse Comitatus Act is an Federal law act enacted by the Congress in 1878. This act prevents the US military personnel to act as law enforcement agents within the United States. In this capacity, the law limits the power of the Federal government to enforce any state law in US.

IT Governance Essay Example for Free

IT Governance Essay A governance view that consists of the business governance of IT – ensuring that IT supports and enables the business strategy – and the functional governance of IT – ensuring that the IT function itself runs efficiently and effectively (http://www.takinggovernanceforward.org). Executive Summary Successful enterprises recognize the benefits of information technology and use it to drive their stakeholders’ value. These enterprises also understand and manage the associated risks, such as increasing regulatory compliance and critical dependence of many business processes on information technology (IT). The need for assurance about the value of IT, the management of IT-related risks and increased requirements for control over information are now understood as key elements of enterprise governance. Value, risk and control constitute the core of IT governance. Control Objectives for Information and related Technology (COBIT ®) provides good practices across a domain and process framework and presents activities in a manageable and logical structure. COBIT’s good practices represent the consensus of experts. They are strongly focused more on control, less on execution. These practices will help optimize IT-enabled investments, ensure service delivery and provide a measure against which to judge when things do go wrong. For IT to be successful in delivering against business requirements, management should put an internal control system or framework in place. The COBIT control framework contributes to these needs by: * Making a link to the business requirements * Organizing IT activities into a generally accepted process model * Identifying the major IT resources to be leveraged * Defining the management control objectives to be considered An answer to these requirements of determining and monitoring the appropriate IT control and performance level is COBIT’s definition of: * Benchmarking of IT process performance and capability, expressed as maturity models, derived from the Software Engineering Institute’s Capability Maturity Model (CMM) * Goals and metrics of the IT processes to define and measure their outcome and performance based on the principles of Robert Kaplan and David Norton’s balanced business scorecard * Activity goals for getting these processes under control, based on COBIT’s control objectives The assessment of process capability based on the COBIT maturity models is a key part of IT governance implementation. After identifying critical IT processes and controls, maturity modeling enables gaps in capability to be identified and demonstrated to management. Action plans can then be developed to bring these processes up to the desired capability target level. Thus, COBIT supports IT governance by providing a framework to ensure that: * IT is aligned with the business * IT enables the business and maximizes benefits * IT resources are used responsibly * IT risks are managed appropriately Figure 1 Adopted for this study Governance Focus Areas * Strategic alignment focuses on ensuring the linkage of business and IT plans; defining, maintaining and validating the IT value proposition; and aligning IT operations with enterprise operations. * Value delivery is about executing the value proposition throughout the delivery cycle, ensuring that IT delivers the promised benefits against the strategy, concentrating on optimizing costs and proving the intrinsic value of IT. * Resource management is about the optimal investment in, and the proper management of, critical IT resources: applications, information, infrastructure and people. Key issues relate to the optimization of knowledge and infrastructure. * Risk management requires risk awareness by senior corporate officers, a clear understanding of the enterprise’s appetite for risk, understanding of compliance requirements, transparency about the significant risks to the enterprise and embedding of risk management responsibilities into the organization. * Performance measurement tracks and monitors strategy implementation, project completion, resource usage, process performance and service delivery, using, for example, balanced scorecards that translate strategy into action to achieve goals measurable beyond conventional accounting. COBIT Framework A control framework for IT governance defines the reasons IT governance is needed, the stakeholders and what it needs to accomplish. Why? Increasingly, top management is realizing the significant impact that information can have on the success of the enterprise. Management expects heightened understanding of the way IT is operated and the likelihood of its being leveraged successfully for competitive advantage. In particular, top management needs to know if information is being managed by the enterprise so that it is: * Likely to achieve its objectives * Resilient enough to learn and adapt * Judiciously managing the risks it faces * Appropriately recognizing opportunities and acting upon them Successful enterprises understand the risks and exploit the benefits of IT and find ways to deal with: * Aligning IT strategy with the business strategy * Assuring investors and shareholders that a ‘standard of due care’ around mitigating IT risks is being met by the organization * Cascading IT strategy and goals down into the enterprise * Obtaining value from IT investments * Providing organizational structures that facilitate the implementation of strategy and goals * Creating constructive relationships and effective communication between the business and IT, and with external partners * Measuring IT’s performance Enterprises cannot deliver effectively against these business and governance requirements without adopting and implementing a governance and control framework for IT to: * Make a link to the business requirements * Make performance against these requirements transparent * Organize its activities into a generally accepted process model * Identify the major resources to be leveraged * Define the management control objectives to be considered Furthermore, governance and control frameworks are becoming a part of IT management good practice and are an enabler for establishing IT governance and complying with continually increasing regulatory requirements. IT good practices have become significant due to a number of factors: * Business managers and boards demanding a better return from IT investments, i.e., that IT delivers what the business needs to enhance stakeholder value * Concern over the generally increasing level of IT expenditure * The need to meet regulatory requirements for IT controls in areas such as privacy and financial reporting (e.g., the US Sarbanes-Oxley Act, Basel II) and in specific sectors such as finance, pharmaceutical and healthcare * The selection of service providers and the management of service outsourcing and acquisition * Increasingly complex IT-related risks, such as network security * IT governance initiatives that include adoption of control frameworks and good practices to help monitor and improve critical IT activities to increase business value and reduce business risk * The need to optimize costs by following, where possible, standardized, rather than specially developed, approaches * The growing maturity and consequent acceptance of well-regarded frameworks, such as COBIT, IT Infrastructure Library (ITIL), ISO 27000 series on information security-related standards, ISO 9001:2000 Quality Management Systems—Requirements, Capability Maturity Model ® Integration (CMMI), Projects in Controlled Environments 2 (PRINCE2) and A Guide to the Project Management Body of Knowledge (PMBOK) * The need for enterprises to assess how they are performing against generally accepted standards and their peers (benchmarking) Who? A governance and control framework needs to serve a variety of internal and external stakeholders, each of whom has specific needs: * Stakeholders within the enterprise who have an interest in generating value from IT investments: * Those who make investment decisions * Those who decide about requirements * Those who use IT services * Internal and external stakeholders who provide IT services: * Those who manage the IT organization and processes * Those who develop capabilities * Those who operate the services * Internal and external stakeholders who have a control/risk responsibility: * Those with security, privacy and/or risk responsibilities * Those performing compliance functions * Those requiring or providing assurance services What? To meet the requirements listed in the previous section, a framework for IT governance and control should: * Provide a business focus to enable alignment between business and IT objectives * Establish a process orientation to define the scope and extent of coverage, with a defined structure enabling easy navigation of content * Be generally acceptable by being consistent with accepted IT good practices and standards and independent of specific technologies * Supply a common language with a set of terms and definitions that are generally understandable by all stakeholders * Help meet regulatory requirements by being consistent with generally accepted corporate governance standards (e.g., COSO) and IT controls expected by regulators and external auditors IT Resources The IT organization delivers against these goals by a clearly defined set of processes that use people skills and technology infrastructure to run automated business applications while leveraging business information. The IT resources identified in COBIT can be defined as follows: * Applications are the automated user systems and manual procedures that process the information. * Information is the data, in all their forms, input, processed and output by the information systems in whatever form is used by the business. * Infrastructure is the technology and facilities (i.e., hardware, operating systems, database management systems, networking, multimedia, and the environment that houses and supports them) that enable the processing of the applications. * People are the personnel required to plan, organize, acquire, implement, deliver, support, monitor and evaluate the information systems and services. They may be internal, outsourced or contracted as required. Processes To govern IT effectively, it is important to appreciate the activities and risks within IT that need to be managed. They are usually ordered into the responsibility domains of plan, build, run and monitor. The four interrelated domains of COBIT are: * Plan and Organize (PO)—Provides direction to solution delivery (AI) and service delivery (DS) * Acquire and Implement (AI)—Provides the solutions and passes them to be turned into services * Deliver and Support (DS)—Receives the solutions and makes them usable for end users * Monitor and Evaluate (ME)—Monitors all processes to ensure that the direction provided is followed Plan and organize (PO) This domain covers strategy and tactics, and concerns the identification of the way IT can best contribute to the achievement of the business objectives. The realization of the strategic vision needs to be planned, communicated and managed for different perspectives. A proper organization as well as technological infrastructure should be put in place. This domain typically addresses the following management questions: * Are IT and the business strategy aligned? * Is the enterprise achieving optimum use of its resources? * Does everyone in the organization understand the IT objectives? * Are IT risks understood and being managed? * Is the quality of IT systems appropriate for business needs? Acquire and implement (AI) To realize the IT strategy, IT solutions need to be identified, developed or acquired, as well as implemented and integrated into the business process. In addition, changes in and maintenance of existing systems are covered by this domain to make sure the solutions continue to meet business objectives. This domain typically addresses the following management questions: * Are new projects likely to deliver solutions that meet business needs? * Are new projects likely to be delivered on time and within budget? * Will the new systems work properly when implemented? * Will changes be made without upsetting current business operations? Deliver and support (DS) This domain is concerned with the actual delivery of required services, which includes service delivery, management of security and continuity, service support for users, and management of data and operational facilities. It typically addresses the following management questions: * Are IT services being delivered in line with business priorities? * Is IT costs optimized? * Is the workforce able to use the IT systems productively and safely? * Are adequate confidentiality, integrity and availability in place for information security? Monitor and evaluate (ME) All IT processes need to be regularly assessed over time for their quality and compliance with control requirements. This domain addresses performance management, monitoring of internal control, regulatory compliance and governance. It typically addresses the following management questions: * Is IT’s performance measured to detect problems before it is too late? * Does management ensure that internal controls are effective and efficient? * Can IT performance be linked back to business goals? * Are adequate confidentiality, integrity and availability controls in place for information security? Processes need Controls Control is defined as the policies, procedures, practices and organizational structures designed to provide reasonable assurance that business objectives will be achieved and undesired events will be prevented or detected and corrected. IT control objectives provide a complete set of high-level requirements to be considered by management for effective control of each IT process. They: * Are statements of managerial actions to increase value or reduce risk * Consist of policies, procedures, practices and organizational structures * Are designed to provide reasonable assurance that business objectives will be achieved and undesired events will be prevented or detected and corrected Enterprise management needs to make choices relative to these control objectives by: * Selecting those that are applicable * Deciding upon those that will be implemented * Choosing how to implement them (frequency, span, automation, etc.) * Accepting the risk of not implementing those that may apply The control objectives are identified by a two-character domain reference (PO, AI, DS and ME) plus a process number and a control objective number. In addition to the control objectives, each COBIT process has generic control requirements that are identified by PCn, for process control number. They should be considered together with the process control objectives to have a complete view of control requirements. PC1 Process Goals and Objectives Define and communicate specific, measurable, actionable, realistic, results-oriented and timely process goals and objectives for the effective execution of each IT process. Ensure that they are linked to the business goals and supported by suitable metrics. PC2 Process Ownership Assign an owner for each IT process, and clearly define the roles and responsibilities of the process owner. Include, for example, responsibility for process design, interaction with other processes, accountability for the end results, measurement of process performance and the identification of improvement opportunities. PC3 Process Repeatability Design and establish each key IT process such that it is repeatable and consistently produces the expected results. Provide for a logical but flexible and saleable sequence of activities that will lead to the desired results and is agile enough to deal with exceptions and emergencies. Use consistent processes, where possible, and tailor only when unavoidable. PC4 Roles and Responsibilities Define the key activities and end deliverables of the process. Assign and communicate unambiguous roles and responsibilities for effective and efficient execution of the key activities and their documentation as well as accountability for the process end deliverables. PC5 Policy, Plans and Procedures Define and communicate how all policies, plans and procedures that drive an IT process are documented, reviewed, maintained, approved, stored, communicated and used for training. Assign responsibilities for each of these activities and, at appropriate times, review whether they are executed correctly. Ensure that the policies, plans and procedures are accessible, correct, understood and up to date. PC6 Process Performance Improvement Identify a set of metrics that provides insight into the outcomes and performance of the process. Establish targets that reflect on the process goals and performance indicators that enable the achievement of process goals. Define how the data are to be obtained. Compare actual measurements to targets and take action upon deviations, where necessary. Align metrics, targets and methods with IT’s overall performance monitoring approach. Effective controls reduce risk, increase the likelihood of value delivery and improve efficiency because there will be fewer errors and a more consistent management approach. In addition, COBIT provides examples for each process that are illustrative, but not prescriptive or exhaustive, of: * Generic inputs and outputs * Activities and guidance on roles and responsibilities in a Responsible, Accountable, Consulted and Informed (RACI) chart * Key activity goals (the most important things to do) * Metrics Business and it controls The enterprise’s system of internal controls impacts IT at three levels: * At the executive management level, business objectives are set, policies are established and decisions are made on how to deploy and manage the resources of the enterprise to execute the enterprise strategy. The overall approach to governance and control is established by the board and communicated throughout the enterprise. The IT control environment is directed by this top-level set of objectives and policies. * At the business process level, controls are applied to specific business activities. Most business processes are automated and integrated with IT application systems, resulting in many of the controls at this level being automated as well. These controls are known as application controls. However, some controls within the business process remain as manual procedures, such as authorization for transactions, separation of duties and manual reconciliations. Therefore, controls at the business process level are a combination of manual controls operated by the business and automated business and application controls. Both are the responsibility of the business to define and manage, although the application controls require the IT function to support their design and development. * To support the business processes, IT provides IT services, usually in a shared service to many business processes, as many of the development and operational IT processes are provided to the whole enterprise, and much of the IT infrastructure is provided as a common service (e.g., networks, databases, operating systems and storage). The controls applied to all IT service activities are known as IT general controls. The reliable operation of these general controls is necessary for reliance to be placed on application controls. For example, poor change management could jeopardize (accidentally or deliberately) the reliability of automated integrity checks. Summary Establishing an effective governance framework includes defining organizational structures, processes, leadership, roles, and responsibilities to ensure that enterprise IT investments are aligned and delivered in accordance with enterprise strategies and objectives. Control over the process of providing IT governance that satisfies the business requirements for IT of integrating IT governance with corporate governance objectives and complying with laws, regulations and contracts. By focusing on preparing board reports on IT strategy, performance and risks, and responding to governance requirements in line with board directions. Achieved by * Establishing IT governance framework integrated into corporate governance * Obtaining independent assurance over the IT governance status. Measured by * Frequency of board reporting on IT to stakeholders (including maturity) * Frequency of reporting from IT to the board (including maturity) * Frequency of independent reviews of IT compliance References * Cobit 4.1 http://www.itgi.org * IT Governance Harvard University March 31, 2008 * Governance Objective and Governance views of IT (Mapping) http://www.takinggovernanceforward.org

The Assessment of Society in Jonathan Swifts Gullivers Travels :: Gullivers Travels Essays

  Ã‚  Ã‚   "In its most serious function, satire is a mediator between two perceptions-the unillusioned perception of man as he actually is, and the ideal perception, or vision, of man as he ought ot be," (Bullitt, 3). Likewise, "misanthropy" can be understood as being the product of one of two world views: 1) The Pure Cynic or Misanthropist has no faith in human nature and has given up on any notion of ideals. This type lies and manipulates as a matter of course and these are the types that tend to run the world. 2) The "Burned" or Disillusioned Idealist's misanthropy arises out of disappointment in humankind. In many ways, the second type exhibits more bile as he is constantly frustrated by what men do as opposed to what they ought to do. Jonathon Swift is the second type of misanthropist and Gulliver's Travels is arguably his greatest satiric attempt to "shame men out of their vices" (Ibid., 14) by constantly distinguishing between how man behaves and how he thinks about or just ifies his behavior in a variety of situations. Pride, in particular, is what enables man to "deceive himself into the belief that he is rational and virtuous when, in reality, he has not developed his reason, and his virtue is merely appearance," (Ibid., 66). This satire works on so many levels that a paper such as this allows me to deal with only three elements, and in a necessarily superficial way: the ways in which the structure and choice of metaphor serve Swift's purpose, a discussion of some of his most salient attacks on politics, religion, and other elements of society, and his critique on the essence and flaws of human nature. Swift's purpose was to stir his readers to view themselves as he viewed humankind, as creatures who were not fulfilling their potential to be truly great but were simply flaunting the trappings of greatness. Gulliver's Travels succeeds in this goal brilliantly. The form and structure of the whole work enhanced Swift's purpose, as did the specific metaphors in each of the four voyages. Firstly, Swift went to great pains to present Gulliver's Travels in the genuine, standard form of the popular travelogues of the time. Gulliver, the reader is told, was a seaman, first in the capacity of a ship's surgeon, then as the captain of several ships. Swift creates a realistic framework by incorporating nautical jargon, descriptive detail that is related in a "factual, ship's-log" style, and repeated claims by Gulliver, in his narrative, "to relate plain matter(s) of fact in the simplest manner and style.

Power-Influence Approach

The power-influence approach in studying leadership examines the influences leaders exert over others, whether these individuals are subordinates, colleagues, or even the leader’s manager. Yuki (2010) writes, â€Å"This research seeks to explain leadership effectiveness in terms of the amount and type of power possessed by a leader and how power is exercised† (p. 14). Power-influence leadership assumes the cause and effect relationship between leaders and followers only flows from management to subordinate (Yuki, 2010, p. 14).For example, a manager instructs his employee to pay an invoice, and the employee does as told, or employees attend an ethics seminar because the executives mandate it. Exercising power-influence can ensure adherence to internal policies like safety, dress codes, and hours of employment. It can also ensure adherence to federal laws like the provisions in the Sarbanes-Oxley Act. The power-influence leadership approach enables a leader to influence t he behaviors and attitudes of followers (Yuki, 2010, p. 14). It is effective in managing and accomplishing tasks as a leader gives instructions that other follow.Power-influence can sway people’s thoughts and opinions, which can be beneficial in terms of innovative ideas and more efficient methods of operations. It is especially effective for those who resist change even if it will lead to progress. The power-influence method of leadership has its drawbacks as well. Some individuals use force and intimidation to accomplish certain objectives. They may use their title or position to pressure others to comply, and even though employees may obey at first, such coercion eventually leads to resistance and the undermining of authority (Alyn, 2009).For example, a manager may tell a direct report that if he does not complete a given stack of work, his quarterly review will reflect it. This is a drastic example of the negative effect of power-influence, but it does well to demonstrate how a manager can use coercion as a source of â€Å"motivation. † Using power to accomplish activities in an organization is a common practice among managers and executives. In fact, prior to 2011, management at Jack in the Box, Inc. depended on the power-influence approach to complete objectives.The organization believed employees required specific instruction, so management influenced subordinates and coworkers through the use of power. It is important to note that few individuals abused this power, but as the nature of the business changed, so did its leadership approach.In 2011, the executives of Jack in the Box worked to change the company’s culture from one of power to one that focused on individual roles, achievements, and support. Management encouraged employees to share ideas, to question and challenge methods of operation, and to take initiative and responsibility for one’s work.The â€Å"you do what I say† mentality was not the attitude the ex ecutives wanted management to express or employees to feel. Instead, the company wanted to nurture leaders to make the organization stronger and more cohesive.Power and one-directional instruction from management to subordinates prevented innovative opportunities and fresher ways of thinking, which ultimately inhibited the company’s possibilities. The new culture placed management and direct reports on more level ground, and the open communication instilled trust and a sense of unity among employees of all levels.The power-influence approach in studying leadership examines the role that power plays in influencing others’ actions, attitudes, and beliefs. Its use can have both positive and negative effects in the workplace, depending on the leader’s intentions.â€Å"Power is viewed as important not only for influencing subordinates, but also for influencing peers, superiors, and people outside the organization, such as clients and suppliers† (Yuki, 2010, p. 14). It is important for leaders to remember that others look to them for instruction, inspiration, and direction. With such power come certain responsibilities and expectations not to abuse it.

Crime Reporting and Rates Response Essay

What is the purpose of the major crime – reporting programs? What makes a successful crime reporting program in the U.S.? The purpose of major crime – reporting programs is to keep track to see if crime is decreasing or increasing in the various communities. Also to keep track of the heaviest crime stricken areas to determine if police patrol needs to be increased. Also to keep track of which crime is being committed the most in the various communities as well. The most successful crime – reporting program in the U.S. is the UCR (Uniform Crime Report) it includes both crimes reported local law enforcement departments and the number of arrest made by the police agencies. It also compiles records from more than 17,000 police departments serving a majority of the U.S. population. The UCR also collects data on the number and characteristics (age, race, and gender) of individuals who have been arrested for committing a crime. How do crime rates relate to arrest rates and clearance rates? Is there a way to improve the correlation between crime rates arrest rates and clearance rates in the effort to combat criminal activity? Crime rates relate to arrest rates by the UCR and the NIBRS (The National Incident – Base Reporting System. The higher the crime rate the higher the arrest rate is. Greater population areas tend to have higher crime rates, although clearance rates are generally uniform across the nation. To combat criminal activity the police departments can utilize the UCR to most effectively deploy their officers to areas where they are most needed. Clearance rates are the percentage of crimes that have been closed by arrest.

Free Essays on Mind Body Problem

The Mind Body Problem Humans are free to do what they want, without this freedom there could be no morality. In such a case, no basis for what could be deemed as good or bad behavior in the eyes of a God because without freewill we would just be pre-programmed unable to change or alter what has already been laid out in front of us. There are only two things certain in each one of our lives, we live, and then we die, everything in between is up to the individual. Hard determinism only clouds the mind if we are enslaved to thinking we are free, then those who believe that they have no control over life are going through life making decisions based on what they perceive as pre-determined. To say we have a path set for us is to make us no more than a robot, and because robots cannot discuss topics intelligently and cannot act intelligently in situations proves that theory wrong. We all have identity each human individual is unique even twins are different. Our minds are just as unique as our fingerprints, and to suggest that life is just a puzzling network of intertwining minds that cause interactions and event between certain individuals throughout life is preposterous. The mind is just as separate from the body as an engine is separate from the body of a car. But unlike a car our minds must be conditioned through life experiences. If minds were pre-programmed there would be no need for school and no need for learning how to read and write. Our brain is our own personal computer that is empty at birth and is continuously being filled with life lessons. For example we all know a stove is hot because most of us have had our hands burned on one, not because our mind miraculously told us before we touched it as a toddler. In relation to the body and our minds, reality is made up of mental and physical things, or dualism. Life without one or the other would be meaningless. We would not be able to make sense of what we experience withou... Free Essays on Mind Body Problem Free Essays on Mind Body Problem The Mind Body Problem Humans are free to do what they want, without this freedom there could be no morality. In such a case, no basis for what could be deemed as good or bad behavior in the eyes of a God because without freewill we would just be pre-programmed unable to change or alter what has already been laid out in front of us. There are only two things certain in each one of our lives, we live, and then we die, everything in between is up to the individual. Hard determinism only clouds the mind if we are enslaved to thinking we are free, then those who believe that they have no control over life are going through life making decisions based on what they perceive as pre-determined. To say we have a path set for us is to make us no more than a robot, and because robots cannot discuss topics intelligently and cannot act intelligently in situations proves that theory wrong. We all have identity each human individual is unique even twins are different. Our minds are just as unique as our fingerprints, and to suggest that life is just a puzzling network of intertwining minds that cause interactions and event between certain individuals throughout life is preposterous. The mind is just as separate from the body as an engine is separate from the body of a car. But unlike a car our minds must be conditioned through life experiences. If minds were pre-programmed there would be no need for school and no need for learning how to read and write. Our brain is our own personal computer that is empty at birth and is continuously being filled with life lessons. For example we all know a stove is hot because most of us have had our hands burned on one, not because our mind miraculously told us before we touched it as a toddler. In relation to the body and our minds, reality is made up of mental and physical things, or dualism. Life without one or the other would be meaningless. We would not be able to make sense of what we experience withou...

Battle of Molino del Rey in the Mexican-American War

Battle of Molino del Rey in the Mexican-American War The Battle of Molino del Rey was fought September 8, 1847, during the Mexican-American War (1846-1848). Having advanced inland from Veracruz and won several victories, Major General Winfield Scotts American army approached Mexico City. Learning of Mexican forces in a mill complex known as the Molino del Rey, Scott ordered an attack to capture the facilities as intelligence suggested they were being used to cast cannon. Moving forward, troops led by  Major General William J. Worth assaulted the Molino del Rey and the nearby Casa de Mata. In the resulting fighting, both positions were captured, but American losses proved high. A somewhat Pyrrhic victory for Scott, no evidence was found that cannon were being manufactured in the facility. Background Though Major General Zachary Taylor had won a series of victories at Palo Alto, Resaca de la Palma, and Monterrey, President James K. Polk elected to shift the focus of American efforts from northern Mexico to a campaign against Mexico City. Though this was largely due to Polks concerns about Taylors political ambitions, it was also supported by reports that an advance against the enemy capital from the north would be exceptionally difficult. As a result, a new army was created under Major General Winfield Scott and ordered to capture the key port city of Veracruz. Landing on March 9, 1847, Scotts men moved against the city and captured it after a twenty-day siege. Building a major base at Veracruz, Scott began making preparations to advance inland before yellow fever season arrived. Moving inland, Scott routed the Mexicans, led by General Antonio Là ³pez de Santa Anna, at Cerro Gordo the following month. Driving towards Mexico City, he won battles at Contreras and Churubusco in August 1847. Nearing the gates of the city, Scott entered into a truce with Santa Anna in the hopes of ending the war. The subsequent negotiations proved futile and the truce was marred by numerous violations on the part of the Mexicans. Ending the truce in early September, Scott began making preparations for assaulting Mexico City. As this work moved forward, he received word on September 7 that a large Mexican force had occupied the Molino del Rey. The Kings Mill Located southwest of Mexico City, the Molino del Rey (Kings Mill) consisted of a series stone buildings that once had housed flour and gunpowder mills. To the northeast, through some woods, the castle of Chapultepec towered over the area while to the west stood the fortified position of Casa de Mata. Scotts intelligence reports also suggested that the Molino was being used to cast cannon from church bells sent down from the city. As the bulk of his army would not be ready to assault Mexico City for several days, Scott determined to conduct a minor action against the Molino in the meantime. For the operation, he selected Major General William J. Worths division which was located at nearby Tacubaya. Plans Aware of Scotts intentions, Santa Anna ordered five brigades, supported by artillery, to defend the Molino and Casa de Mata. These were overseen by Brigadier Generals Antonio Leon and Francisco Perez. To the west, he stationed around 4,000 cavalry under General Juan Alvarez with the hope of striking the American flank. Forming his men before dawn on September 8, Worth intended to spearhead his attack with a 500-man storming party led by Major George Wright. In the center of his line, Worth placed Colonel James Duncans battery with orders to reduce the Molino and eliminate the enemy artillery. To the right, Brigadier General John Garlands brigade, supported by Hugers Battery, had orders to block potential reinforcements from Chapultepec before striking the Molino from the east. Brigadier General Newman Clarkes brigade (temporarily led by Lieutenant Colonel James S. McIntosh) was directed to move west and assault the Casa de Mata. Armies Commanders United States Major General Winfield ScottMajor General William J. Worth3,500 men Mexico Brigadier General Antonio LeonBrigadier General Francisco Perezapprox. 14,000 men in the area The Attack Begins As the infantry moved forward, a force of 270 dragoons, led by Major Edwin V. Sumner, screened the American left flank. To aid in operation, Scott assigned Brigadier General George Cadwalladers brigade to Worth as a reserve. At 3:00 AM, Worths division began advancing guided by scouts James Mason and James Duncan. Though the Mexican position was strong, it was undermined by the fact that Santa Anna had not placed anyone in overall command of its defense. As American artillery pounded the Molino, Wrights party charged forward. Attacking under heavy fire, they succeeded in overrunning the enemy lines outside the Molino. Turning the Mexican artillery on the defenders, they soon came under heavy counterattacks as the enemy realized that the American force was small (Map). A Bloody Victory In the resulting fighting, the storming party lost eleven of fourteen officers, including Wright. With this thrust faltering, Garlands brigade swept in from the east. In bitter fighting they managed to drive off the Mexicans and secure the Molino. Haven taken this objective, Worth ordered his artillery to shift their fire to the Casa de Mata and directed McIntosh to attack. Advancing, McIntosh quickly found that the Casa was a stone fortress and not an earthen fort as originally believed. Surrounding the Mexican position, the Americans attacked and were repulsed. Briefly withdrawing, the Americans witnessed Mexican troops sortie from the Casa and kill nearby wounded soldiers. With the battle at the Casa de Mata progressing, Worth was alerted to Alvarezs presence to across a ravine to the west. Fire from Duncans guns kept the Mexican cavalry at bay and Sumners small force crossed the ravine to provide further protection. Though artillery fire was slowly reducing the Casa de Mata, Worth directed McIntosh to attack again. In the resulting assault, McIntosh was killed as was his replacement. A third brigade commander was severely wounded. Again falling back, the Americans allowed Duncans guns to do their work and the garrison abandoned the post a short time later. With the Mexican retreat, the battle ended. Aftermath Though it lasted only two hours, the Battle of Molino del Rey proved one of the bloodiest of the conflict. American casualties numbered 116 killed and 671 wounded, including several senior officers. Mexican losses totaled 269 killed as well as approximately 500 wounded and 852 captured. In the wake of the battle, no evidence was found that the Molino del Rey was being used as a cannon foundry. Though Scott ultimately gained little from the Battle of Molino del Rey, it did serve as another blow to the already low Mexican morale. Forming his army over the coming days, Scott attacked Mexico City on September 13. Winning the Battle of Chapultepec, he captured the city and effectively won the war.

Should the central bank aim for zero inflation (Economics) Essay

Should the central bank aim for zero inflation (Economics) - Essay Example rcent inflation rate would not be in line with the natural rate of unemployment in the country therefore targeting a zero percent inflation would not serve the interests of the economy. A dominant economy phenomenon before great depression was the fact that there was a deflation in the economy as the prices tend to come down rather than go up however after the happening of Great Depression, a new phenomenon of inflation emerged under which prices showed the tendency to increase over the period of time rather than decrease. Increase in general price level or inflation have very threatening impacts on the economy as it not reduce the purchasing power of a consumer but it also reduce the competitive advantage of the countries as rising inflation would make the goods and services of that country more expensive hence less competitive in international market. Thus the question arise for the monetary policy experts of the country as to what level of inflation within the economy can be achieved in order to keep the competitiveness of the economy intact. The argument which is often brought forward in order to bring the price stability is the fact that price stability can not be achieved without sacrificing the employment level in the country. Thus there is a negative relationship between the inflation and unemployment in the country. If policy makers tend to contain the inflation down, the unemployment levels in the economy would increase and similarly if fiscal and monetary policymakers aim to achieve the low unemployment level in the country, inflation is going to increase. (Gramley). â€Å"Economists label the relationship between inflation and unemployment the Phillips curve. According to NAIRU, the Phillips curve is vertical; its verticality indicates that if the central bank (i.e., the Fed) increases inflation, there is no reduction in the unemployment rate. Similarly, lowering the inflation rate also has no effect on unemployment. This means that the inflation rate