Arson Essay Example | Topics and Well Written Essays - 1250 words - 1

Arson - Essay Example was also pointed out that fires which were caused due to arson did not necessarily cause a permanent destruction of a structure rather it involved the slightest impacts of structure caused by fire. Back then, the magnitude of fire to a structure was determined by the presence of charring making other impacts like blackening not to be considered as an act of arson. Things like detonations were not considered acts of arson as the act was considered the end result of the products which resulted from the fire itself. Moreover, arson in historical common law also included burning materials which were within a structure as they were considered as part of the structure itself. This excludes personal property as it was not included in the common law of arson since chances of an individual suffering a loss caused by others was limited. Individuals who lost their personal property through burning had no one to lay their blame on; thus stomached their losses individually. For an act of arson to occur, it was required that the burning act should be accompanied by more than one actions hence finding an individual to be liable for the punishment. It emphasized that the act in question was to involve a house or any place which was used by individuals to serve the same purpose as a dwelling place. A dwelling in arson common law was considered as places known by the public to exist therefore a place which was viewed by individuals to have the potential of providing shelter to an individual. In addition, dwellings did not have to be places which currently contained individuals but even those who were currently not being inhabited by individuals. Places which were considered to be illegal but were inhabited by individuals were considered under the arson common law in cases where the crime was perpetrated (Carlan, Nored & Downey, 2011). Arson in historical common law assumed that the act of fire was something which occurred from natural causes and not manmade. This automatically

Business Partner Model Coursework Example | Topics and Well Written Essays - 1500 words

Business Partner Model - Coursework Example A distinction can be made between â€Å"hard† and â€Å"soft† approaches to HRM, in which the organization may adopt â€Å"hard† approach, whereby employees can be perceived as a resource to be managed just like other factors of production. Conversely, organizations may place an emphasis on a â€Å"soft† approach to HRM in which employees comes out as a valuable asset, whose contribution plays a critical role in the attainment of organization success. The paper explores the efficacy of business partner model in addressing the changes and improvements necessitated by investing in â€Å"human capital.† HR business partnering represents the process in which HR professionals closely work with business leaders or line managers with the intention of attaining shared organizational objectives, primarily with the motive of designing and implementing HR systems and processes that propel strategic business aims (Caldwell 2010, p.49). In the HR business partne r model, the human resource departments play a critical role in strategic planning, especially in attainment of present and future objectives (Ian 2006, p.33). The model does not only concentrate on HR duties such as payroll, benefits, and employee relations, but also add value to the company by directing recruiting, advancement, training, and placement of new and current employees (Lambert 2009, p.7). Business partnering seeks to encourage line managers at diverse levels to take responsibility in managing HR team. Business partner model seeks to enhance the effectiveness of HR and minimize its costs. The ultimate aim of business partnering centers of aligning people strategy more closely with what the business requires. The engagement in training and development can be undertaken with full knowledge of the inner workings of the business (Dowling, Festing, and Engle 2008, p.4). Hence, the strategic orientation that business partner model heralds allows organizations to attain the mo st productive outcome. Some of the key issues encountered in the implementation of business partnering entail absence of clarity regarding the HR’s role, and the lack of a consistent business strategy within which HR can work. HR may be marginalized from real decision making, and the influence of business partnering may differ. Some of the inherent conflicts within the model derive from the fact that the performance of one role may conflict with competing demands yielding to potential role-overload (Ian 2006, p.34). Other possible conflicts emanates from incomplete performance criteria in undertaking a single role, such as being strategic while at the same time responding to line manager’s tactical issues (Lambert 2009, p.8). The implementation of business partner model can herald enhancements on the organization’s bottom line and productivity. The implementation of business partnering can lead to sustained revenue growth, profit growth and cost reduction, and i mproved customer royalty and retention. This hinges on the capability to work smarter (business partnering

The Issue of Informatized Conflict

The Issue of Informatized Conflict Charles H. Rybeck, Lanny R. Cornwell, Philip M. Sagan It took the remilitarization of the Rhineland in 1936 to awaken many to the threat of the Nazis. In 1957, it took Sputnik to awaken the US to the Soviet threat in space. It took 9/11 to awaken many to the threat of violent Islamist extremism. And it took the Underwear Bomber of Christmas Day 2009 to awaken the White House to the inadequacy of the way the US used its Terrorism Watchlist. What will it take to awaken us to the threat of what the Chinese insightfully call Informatized Conflict[1]? Will we embolden our adversaries through an ineffectual response as the world did when facing the emerging Nazi threat? Or will we respond as decisively and with as much foresight as we did to Sputnik? What will it take to align the United States Government (USG, used here as synonymous with whole of Government as an enterprise construct) and its allies to take effective countermeasures to prevail in Informatized Conflict? In this article, we outline a non-partisan, USG-led strategy for security in the face of that challenge. Information Technology, the quaint and already outdated concept of IT, fails to capture the digital dimension of our world in the Information Age. The concept harkens back to the now-distant days when IT was a sequestered, relatively unimportant, compartment of our world. CIOs reported to CFOs because CEOs pigeonholed computers as simple aids to accounting. In reality, though, as anyone with a smart phone knows, the digital dimension is now integral to every aspect of business and societal interaction on a global scale. Each day we wake up in a world of active Informatized Conflict. Unseen battles are being waged all around us. After the Chinese penetrated our military weapons supply chain, after the North Koreans exposed our corporate vulnerabilities, and after the Russians influenced our national media in the 2016 Presidential Election, how is it that we havent responded strategically to this clear and present danger? What catastrophe would we have to experience to take the steps necessary for our own defense? Sadly, the USG and our entire National Security Enterprise (which includes all stakeholders, public and private) are failing to directly confront the digital threat because it is not constituted to see this issue. Our institutions look at the world as it was, not as it is, and not as it is inevitably becoming in the rapidly emerging world of the Internet of Things (IoT), where machine learning will play an essential role in organizing the growing sea of information in which we live. Every tool we use in national security (from weapons to intelligence to diplomacy), in commerce, and in governance now rests on a rapidly evolving digital foundation. Today we must run to keep up, and tomorrow we will be required to run even faster. This challenge to run is, unfortunately, in an area where we have seldom managed to crawl and our nations leaders have not fully recognized that reality at the highest levels. Senior executives are only beginning to realize that our digital challenges have become mission-critical, that they defy our routine acquisition processes, and that they are too consequential to be left to technologists and acquisition specialists, alone. The pressing need for consideration of Informatized Conflict by non-technologists prompted us to translate what have been internal Department of Defense (DoD) and Intelligence Community (IC), IT-based debates into unclassified laymens terms for consideration by informed influencers. This article was written to (1) identify key, progress-limiting issues on which the Executive Branch and Congress need to act, (2) offer a unifying and non-partisan strategy to protect Security and Freedom. In Part II of this series uses two specific examples to illustrate the execution of this proposed strategy. Responding to Global Disruption: How do We Need to Change the Way We Fulfill our National Security Mission? The digital dimension is enhancing and disrupting the fabric of life in every society where modern technology is present. Walter Russell Meads Blue Social Model[2] describes the slow-motion collapse of that part of the 20th Centurys legacy is now accelerating in ways that will likely usher in an historic realignment. This realignment will, of necessity, change the frameworks within which America provides for its security, including how it acquires the goods and services it uses in that effort. 2017s national and international news is unfolding so feverishly that the non-partisan Joint action recommended in this article is in constant jeopardy of becoming overcome by events. As Mead points out, Donald Trumps election can best be understood as part of the Blue Social Models collapse. TAI readers will not be shocked to hear that Government, Industry, and Labor leaders have all, in their rush to preserve the old order, ignored the digital dimensions National Security imperatives. Despite all the Governments talk about the Internet Cybersecurity and all its investment in IT Cyber, our National Security Enterprise has yet to reorient its priorities or its budget to prepare for Informatized Conflict. Right now, our Government has a unique opportunity to reorient the structure, flow, and management of the information for the National Security Enterprise in ways that both ensure the security of our future and reduce the cost of our defense.[3] We have not yet recognized that-even though our challenges have their roots in the technology arena-business-as-usual technological solutions alone will not address these challenges. USG decision makers and influencers, from the Executive Branch to Congress to our citizenry as a whole, will have to consider and adopt a Joint strategy in order to realize the benefits of this digital reorientation. Of course, this will take us outside our national comfort zone, but, given the Informatized Conflict threat, the alternative of continuing with business-as-usual is unthinkable. Wise observers have pointed out that overreaction to catastrophic attack is likely to jeopardize our democracy. So, prevention of such attacks should be a rallying point for citizens of every political persuasion. And we should protect our capacity for non-partisan and bipartisan cooperation on confronting our vulnerabilities as one of our strongest National Security assets. Only the Trump Administrations actions to preserve and rebuild trust across the National Security Enterprise can make that cooperation possible. Vision for a New National Security Jointness: Figure 1: The Joint National Security Enterprise: Combining Capabilities of the DoD, IC, and International Partners Source: USD(I) In the US, we entrust our frontline National Defense leadership to the DoD and the IC, two interconnected but separate chains of command. These entities are chartered to deliver kinetic and non-kinetic capabilities.   Only the Commander-in-Chief (POTUS) controls both. In 2009, Lt Gen James Clapper, as Under Secretary of Defense for Intelligence [USD(I)] combined his focus on Intelligence, Surveillance, and Reconnaissance (ISR) with all projections of national power that are informed by ISR in a vision for Jointness. This vision (see Figure 1.) has yet to be implemented, but it provides the basis necessary for C4ISR Fusion (Command, Control, Communications, Computers, Intelligence, Surveillance, and Reconnaissance). This vision summarizes what the DoD and the IC agree on in theory. They agree on Jointness and Fusion in the fields of intelligence, military operations, cybersecurity, and counterterrorism.[4] Jointness has a proud and successful history as a strategy for the US Armed Forces. But here we use the term Joint to refer not only to the combined Armed Services but to the unified actions of all the DoD, IC, and other stakeholders-and ever-shifting alliances-whose efforts combine in pursuit of National Security with all the instruments of national power. Fusion here combines data, data science, and data services to achieve security objectives first outlined by the bipartisan 9/11 Commission. We depend on this Fusion at every stage of conflict. For example, modern ISR depends on Upstream Data Fusion (UDF), not always having to wait for cumbersome sequences to produce a fully-vetted finished document. Similarly, active conflict with near-peer adversaries demands kinetic responses only possible via Fusion-based, Machine-to-Machine (M2M) interoperability. A concerted national application of Jointness and Fusion can break the deadlock that is keeping us from doing what we know we need to do at the enterprise-level to defend ourselves in a world of Informatized Conflict. That Jointness can only be achieved by bringing together the appropriate teams, at the appropriate levels, to ensure a clear commanders intent is realized. Our Three Indispensable Mission-Critical Teams   Ã‚   Figure 2: The National Security Enterprises Three Mission-Critical Teams Source: DMI Three Mission-Critical Teams combine to form the National Security Enterprise and fulfill its mission. The Government teams (Governance Budget, Mission Execution, and Technology) perform functions analogous to their three familiar private sector equivalents (i.e., the CEO, COO, and CIO organizations). The obvious differences between the Governments organization and the private sector (for example, the shared powers of Congress and POTUS) are useful in understanding why common-sense solutions and efficiencies adopted almost universally in the private sector have been rejected within the Government. C4ISR Fusion connects the three Mission-Critical Teams for Informatized Conflict. Acquisition to Support USG Innovation? Eisenhowers farewell address cautioned us to be wary as well as transparent in how we contract with the military-industrial base to improve capabilities. Despite yeoman efforts by the Executive Branch and Congress, Americas system for acquisition has not matched Eisenhowers challenge nor has it kept up with technologys structural transformation. Platforms, sensors, and systems are undergoing widely reported changes, but the USG meet the current acquisition challenge only by understanding the molecular structure of the information or digital substrate underlying them all. Without the discipline imposed by what the private sector calls a business case, the USG has become famous for failed large-scale technology initiatives.[5] Fortunately, though, new, private-sector innovations are creating opportunities to change how the Government conducts its National Security business. Industry observers are all aware that software development has undergone an historic transformation from grand, multi-year Waterfalls to modest, short-term Agile sprints. DevOps is now coming into use to describe software DEVelopment and information technology OPerationS as a way of accelerating the building, testing, and releasing software. Famously taking advantage of microservices and as-a-service infrastructure, private sector leaders (such as Netflix and Uber) are currently showing how new software can be delivered hourly. In contrast, fielding software enhancements in National Security now typically takes years. The USG is adopting Agile development-but within enterprise strictures that are preventing the implementation of many of its most potent benefits. Responding to these global, private sector-led changes, Congress has mandated acquisition change in the National Defense Authorization Acts of 2016 and 2017. [6]   Although such reform has been a perennial subject of conversation, Secretary of Defense Mattis has an opportunity to work with a receptive Administration and Congressional leaders like the Chairmen of the Senate and House Armed Services Committees, Senator John McCain (R-AZ) and Rep. Mac Thornberry (R-TX), to fundamentally reorient acquisition. In the past, the USG focused primarily on procuring existing products, services, and capabilities to meet known requirements. Now, the USG needs to build the inherently Governmental internal competency to lead a new way of doing business: continuous engineering to take advantage of evolving technology in a data-centric context and to confront evolving threats. In confronting the current strategic and acquisition challenge, the Trump Administration will need to avoid the pitfalls of commercial conflicts of interest, bureaucratic overreach, and unnecessary partisanship. In a dynamic commercial environment involving many vendors offering to sell partial solutions to the USG, the Administration will need to improve its acquisition and orchestration functions. What does an informed USG senior executive need to know about the infinite array of National Security technological and programmatic detail in order to affect such a consequential change? At one level, it is quite simple: Private Sector best practices can guide, regulate, and execute the many functions that are not unique to the USG. Key mission areas, in contrast, demand unique and USG-specific intervention. US law often refers to this as inherently Governmental and specifies how it needs to be handled. Private Sector best practices, here, are inadequate to meet USG needs. This simple distinction can be usefully applied to our current Informatized Conflict challenge. Commanders Intent/ Congressional Intent/ National Strategy:  We Already Know What Works The Trump Administration should begin immediately to remedy the gridlock inherent in so much of the USGs preparation for Informatized Conflict. The Executive Office of the President (EOP) could mobilize the leaders of Governments three Mission-Critical Teams (Governance Budget, Mission Execution, and Technology) across the entire National Security Enterprise. Together, the three Mission-Critical Teams could champion Tightly Aligned core capabilities to enable enterprise functionality and innovation at the Loosely Coupled edge. Figure 3: Tightly Aligned/ Loosely Coupled as an alternative to todays dysfunction and as a Winning Joint Strategy in Informatized Conflict While the Tightly Aligned/ Loosely Coupled approach originated as an engineering concept, it has been successfully applied in concert by the three private sector equivalents of the Mission-Critical Teams to guide similar foundational, Internet-dependent initiatives. Major retailers and service delivery firms (famously, Wal-Mart in the 1990s and Netflix in the 2000s, for example) rebuilt their supply chains using this approach. The Google Android used on smartphones, tablets, and other devices-the operating system (OS) with the worlds largest installed base-is an open source example of this strategy in action. The Tightly Aligned/ Loosely Coupled strategy applied to the USGs digital assets can be what Ernest May and Philip Zelikow called a Capital P Policy[7], a redirection around which the country unites over a long timespan and across political divides. This and subsequent Administrations will need a rigorous Mission/Business Case to sustain alignment among these three Mission-Critical Teams. Fortunately, the mission benefits are so powerful and the cost savings so dramatic that the Mission/Business Case could be strong enough to overcome the entrenched interests who will, of course, fight it with all the tools at their disposal. The essence of the Tightly Aligned/ Loosely Coupled strategy is to agree on those few principles, policies, and standards necessary for the enterprise to function as a unified whole. Then operational units and individual programs can be freed to innovate at the edge in whatever ways best serve their individual missions. Who Needs to Do What? What we are proposing is an approach inspired by extraordinary systems thinkers from each of the three Mission-Critical Teams. Here we give examples with an emphasis on those representing the Governance Budget and Mission Execution teams. The only technologist listed here is Dr. Cerf: Andy Marshall (retired leader of the Defense Departments Office of Net Assessment) Gen Mike Hayden (retired after leading NSA and CIA) Philip Zelikow (former executive director of both the Markle Foundation task force on National Security in the Information Age and then the 9/11 Commission; later Counselor of the Department of State under Secretary Condoleezza Rice) The late Ernie May (senior advisor to the 9/11 Commission) Michà ¨le Flournoy (former Under Secretary of Defense for Policy and now head of the Center for a New American Security) Gen Paul Selva (the Vice Chairman of the Joint Chiefs of Staff) Vint Cerf (the co-inventor of TCP/IP, the messaging protocol that underlies the entire Internet) They and we have found that few Government executives have the cross-functional experience to fully appreciate their counterparts frames of reference. But the kind of changes that the USG needs now can only be made by aligning the strategies of all of the three Mission-Critical Teams. Figure 4: Aligning the Three Mission-Critical Teams Source: DMI The three Mission-Critical Teams bring very different foci, levers, and artifacts to the fight. These, in turn, depend on distinctive disciplines, equities, goals, methodologies, timetables, and metrics. In order for the teams to align, each need to accommodate the others demands and battle rhythms. A Call to Action President Dwight Eisenhower personally led the response to Sputnik. Among a series of coordinated initiatives, he formed the Advanced Research Projects Agency (ARPA) which changed the Governments approach to procurement of high risk, high payoff advanced technology, ensured US leadership in the Space Race, and funded what eventually became the Internet. Eisenhower demonstrated the power of senior executive decisions in combining the three Mission-Critical Teams under the coordination of the EOP. This article has proposed how the three Mission-Critical Teams Necessary for Security (Governance Budget, Mission Execution, and Technology) can mobilize around a Tightly Aligned/ Loosely Coupled strategy. We have specified roles and responsibilities in language understandable to each of those teams. We have proposed a framework that enables serious, public consideration of issues that have been ignored, enables senior executives to take decisive Joint action, and enables them to authorize unclassified metrics for assessing progress in classified realms.[8] Do we have to wait until adversaries inflict catastrophic damage before we take the steps that we already know we need? Will we allow ourselves to be incapacitated by internal divisions?   In advance of the unthinkable, can we do what it takes to provide for the common defense in this Age of Informatized Conflict? Charles H. Rybeck, Lanny R. Cornwell, and Philip M. Sagan are Senior Advisors to the Intelligence Community and the Defense Department on Enterprise Engineering issues. They are CEO, COO, and CTO of Digital Mobilizations, Inc. (DMI). This is Part II of an Occasional Special Series DRAFT IN PROCESS: Not Releasable in Any Form This requires Prepublication Review before official submission The Figures are in this draft for content only. They are being recreated in forms suitable for publication. This is a continuation of theWhat Will It Take? Part I of an Occasional TAI Special Series. Tightly Aligned/ Loosely Coupled Strategy in Action: Two Illustrative Examples Charles H. Rybeck, Lanny R. Cornwell, Philip M. Sagan The Tightly Aligned/ Loosely Coupled strategy calls for budgetary, operational, and technology changes, but in this article, we only introduce the strategy in broad outline using two representative examples of where the USG has already successfully begun. These two examples underscore the role of the combined three Mission-Critical Teams within the Government in initiatives that require broad popular support. Below we explore two examples in order to illustrate the challenge facing the USG, to show how pockets of excellence within the USG have already pointed the way forward, to demonstrate how the challenge of the digital dimension demands different USG responses, and to underscore what, concretely, will need to be done by the USG. Many achievements are classified, legitimately and necessarily protected from public discussion. But any digital strategy for National Security can and must be agreed upon at the unclassified level, sustaining widespread public support on the basis of sound arguments that include a full defense of our privacy and civil liberties. For that reason, we consider two pathfinding efforts, acknowledging their strengths and sketching what needs to be done next. Our System Can Work: Weve Shown We Can Crawl We assess the US response to the challenge of the digital dimension as requiring a progression from Crawl to Walk to Run. US visions for future defense such as the Third Offset, Integrated Intelligence, Cyber Security, Data-to-Decisions (D2D), and Fusion Warfare all depend on this digital foundation. For the last decade, for example, the DoD has been guided by the Anti-Access/Area Denial (A2/AD) construct in planning to confront near-peer adversaries. A2/AD will also need to adjust its view of platforms, sensors, and weapons to accommodate the kinetic and non-kinetic implications of this new digital foundation. Fortunately, much groundwork for this mobilization is already being laid at the Federal level. We can already point to many successes at the Crawl stage. Two examples can illuminate how consequential these decisions can be, how the role of the USG will need to be tailored to the problems, and how much further we have to go in order to Walk and Run. Example #1 Modernizing Infrastructure: In 2012, the IC recognized how it was consuming and delivering IT hardware, software, and services in ways that were unnecessarily inferior to the private sector. They awoke to the fact that the Governments acquisition approach was handcuffing every aspect of National Security. The Congress, the IC, and the Administration supported the Central Intelligence Agency (CIA) in taking the lead in this initiative. They all deserve credit for the joint effort. The CIA reoriented its office of the CIO. It created a Commercial Cloud Services (C2S) contract to end CIA reliance on internal, outmoded expenditures and shift to purchasing infrastructure services as a utility. And it put the CIO under a new Directorate of Digital Innovation (DDI) to better link it with Mission functions. The contract enables a new, market-based model for acquiring enterprise-level software. C2S-based applications are licensed with fees to software vendors paid on the basis of the utilization of their products. This marketplace allows competing products to be evaluated and adopted by users in their day-to-day decisions as to how best meet the requirements of a specific problem. In the rapidly evolving data craft of the Internet, this method is far more adaptive and effective than a pre-determined, one size fits all solution imposed by a centralized bureaucracy. In technical terms, the IC is shifting much of its infrastructure costs from CAPEX (Capital Expenditure) to OPEX (Operational Expenditure), eliminating recurring CAPEX, paying only for services as needed, and arranging to stay current with hardware and software innovation in ways that were impossible in the old business model. The success of the CIAs C2S initiative results from the Agencys recognition that the effective use of commercial market investments, technologies, and business processes can result in highly effective application of all too precious tax-payer capital, avoiding ineffective, costly duplication. The result of the Agencys strategy has been improved mission effectiveness while freeing scarce technology development funds to meet those needs that are truly unique to the Agencys mission. Example #2 Modernizing Knowledge Management (KM): In marked contrast to Infrastructure, the management of information within Federal systems was recognized by the IC as an inherently Governmental function, a core competence that should not be outsourced. Accepting that responsibility, the National Security Agency (NSA) took the lead in the Smart Data Initiative to identify what standardized labeling of packets of information are necessary in a modern digital environment. The first results, an Enterprise Data Header (EDH), was a signal achievement, admittedly and intentionally minimalist, but sufficient to enable the IC Cloud in its Crawl phase. In both these examples, Infrastructure and KM, success was achieved only because the organizations involved, specifically the Congress, the Administration, ODNI, CIA, and NSA all aligned their three Mission-Critical Teams in the service of a new strategic direction. But Can We Walk Run?    In order to achieve mission benefits well need to stop mistaking Easy for Hard and Complex for Simple. We have selected these two specific Crawl success stories because they also illustrate the executive decisions that need to be made today if we are going to Walk and Run tomorrow. In the case of infrastructure-which can best be thought of as plumbing-something relatively straightforward is being made unnecessarily complex within the DoD acquisition and planning apparatus. In the case of KM, many USG Departments Agencies-including the IC DoD-are mistaking KM as a simple issue. The USG is failing to come to grips with something inherently difficult by, in some cases, inaccurately imagining it is easy: if we just build the plumbing, everything else will take care of itself. It is only by effectively structuring and managing information (KM) that the USG will induce the digital dimension to yield its mission benefits. In both cases (Infrastructure and KM) necessary but insufficient actions have been taken. Creating Cloud repositories for data and minimal metadata standards are achievements, but, in themselves, they cannot produce the Mission Benefits that are needed and that have been promised. Sadly, many executives have bought into an automagic fallacy that these Crawl phase activities would automagically produce Walk and Run results. Figure 5: What is a Responsible Executive to Do? Source: DMI Lower level Government employees are left holding the bag. They are forced to describe classic Quick Wins and low-hanging fruit because it is only their boss bosses who are empowered to make the tough choices and substantial investments that will be required to produce the promised Mission Benefits. In the Agile development environment, where development of software continues apace as long as lower level Government product owners approve incremental progress, mission-critical decisions and investments are often postponed indefinitely. The impediments to the High Road are so formidable that thousands of National Security employees and contractors have adopted the Low Road. The distinction depicted in Figure 5. has actually been rejected by USG employees because it disparages the Low Road. That is the strategy weve adopted, and we need to promote it. Example #1 Enterprise Infrastructure: Private Sector Best Practices Leading the Way for Government Action Due to the disconnect between the DoD and the IC, Infrastructure Modernization is currently being held back at the National Security Enterprise level. Private sector solutions will need to drive this partnership. The DoD and its Armed Services are resisting the massive budgetary/acquisition changes needed to implement the CIA-led strategy. Only the Commanders Intent will be strong enough to clear this impediment. POTUS does not need to wait for a catastrophe to prompt this solution. Example #2 Enterprise Knowledge Management (KM): Government Active Management of a Modularized, Multi-Vendor Competitive Environment for Innovation At the same time that a sound foundation for KM was being laid through the establishment of IC data standards in the EDH, two basic strategies for the acquisition of knowledge exploitation technology were utilized. Weve termed the first approach The Hedgehog and the second The Fox in honor of Berlins 1953 essay on Tolstoy and the philosophy of history, which begins quoting the ancient Greek poet, Archilochus, who wrote The fox knows many things, but the hedgehog knows one big thing. The Hedgehog. The hedgehog strategy entailed the acquisition of an all-inclusive solution from a single vendor, what we can think of as a highly-advanced knowledge appliance[9], a comprehensive solution that combined hardware, software, and a particular way of thinking about knowledge, problems, questions, and answers. This approach outsourced all to a single supplier. It fit the existing procurement system well because it focused on a single, big procurement decision. The Fox. The fox strategy entailed the acquisition of a collection of modularized[10], best of breed, highly-advanced devices, each of which solved parts of problems and in combination formed a system capable of solving a particular problem. Hardware, software, and way of thinking about knowledge, problems, questions, and answers could be quickly re-configured as better technologies came along or needs changed a critical capability given the ferment of Internet technologies and applications. This approach limited the amount of hardwa

Benefits of NASA Essay -- essays research papers

Since the beginning of time there have always been those that have opposed exploration of uncharted lands. This statement holds truth also for the NASA program since the beginning when President John F. Kennedy's vision was to ‘land a man on the moon by the end of the decade.' Instead of all the opposition of NASA and questions such as, â€Å"Why should we go to space?† I believe people should ask themselves, â€Å"Why shouldn’t we go to space?† Christopher Columbus didn’t have to sail over the Atlantic Ocean and discover America, he could have stayed in Europe but then we may not be living in the United States of America. Christopher Columbus and many others human didn’t stop but continued to explore because they are humans. We as humans have an instinctive nature to explore and discover. This is seen especially in children. When toddlers see something such as a shiny object, they investigate it by picking it up, feeling it and maybe ta sting it. As we grow, it is only necessary that we as humans continue their search to discover and explore. If the excitement and thrill of exploration isn’t enough for you, there are also many benefits that NASA and space exploration contribute. The first benefit and almost the most obvious is technology. Getting into space isn’t easy and takes time, money, and research. In order for the missions to be successes much technology is used, which a lot of the time also effects the rest of society. One simple example came from the question, â€Å"How do you get rid of excess heat when you're standing under an open sky with literally nothing between you and the blazing fury of the Sun?† NASA scientists came up with the liquid cool garment which kept the astronauts cool and comfortable from head from to toe. This cooling system was then eventually adopted by firefighters when dealing with dangerous high temperature materials, race care drivers, and soldiers in the desert. Another simple device used in about every home is the smoke detector. The smoke detector was first used and created for the Space Shuttle. These devices quite simply detect smoke which can be caused by fires and saves thousands of lives per year . Of course NASA’s most visible achievements are the ones in space, such as the space shuttle and space stations, but NASA has found itself into everyday living on Earth. ... ... know about the dangers and still accept the challenges isn’t because their crazy or stupid, but because they are adventurous, smart, and considerate. The Columbia was going to improve earthquake safety, cleaner air, and continue to better human life. All the astronauts on the Columbia were scientists and performing tasks from tumor growth experiments to global climate change that could only be done in Space. But even the families of the astronauts said the explorers left Earth with "a willingness to accept risk in the pursuit of knowledge - knowledge that might improve the quality of life for all mankind." The closest people to the astronauts, their families, who were hurt by the tragedy the most also added, â€Å"the bold exploration of space must go on.† NASA and space exploration will continue to go on and I believe the strength behind the program will also grow as more discoveries are made. As humans it is our nature to explore and besides that, thousands of benefits from saving lives to everyday life are attributed to NASA. The possibilities of space exploration are only limited by your imagination and we are only in the early stages of it.

The Pragmatic Education Philosophy

Pragmatism emerged from the writings of John Dewey who believed that experimentation was the best approach for educating young minds. For example, pragmatists feel that field trips, educational excursions etc are more effective in teaching students about the world instead of audio-visual aids. Pragmatism includes such as thoughts as futurism, and educational humanism and Reconstructionism. Pragmatic education philosophy doesn't assign a traditional role to the teachers who are only seen as guides and not exactly more knowledgeable beings. George R. Knight in his book on education philosophies explained that pragmatism focuses on real life experiences as the main source of knowledge and education. They gives the example of field trips as he says that for a child to learn about dairy products, its better to take him to a barn and let him experience the whole thing himself instead of showing him a movie on the subject. (p. 75) Idealism is an important philosophy that gained greater influence over education in the 20th century and was not so popular prior to that. It has been present in the educational field for a long time emphasizing the reality of ideas, thoughts, and mind over material and matter. William E. Hocking who is a modern thinker in this area maintained that due to emphasis on ideas; this philosophy should have been called â€Å"idea-ism† instead of idealism. This is because idealism is more concerned with intrinsic values such as honesty, truth, courage etc while idealism in the case of education stresses the importance of ideas, thoughts and mind precisely. Educationists working on idealistic philosophies would concentrate more on the development of ideas instead of more physical things believing that this would lead to action automatically. Students are taught that they create or produce what they think and they are told to strive for perfection. Realism is more or less a reaction to idealism. This philosophy maintains that material and physical world exists independent of ideas and thoughts. Whether we think about a mountain or not, it does exist. It will exist even if we don't think about it or have never had an idea of what a mountain is like. Realist educationists would want students to learn through their senses of smell, feel, and taste since they believe in the existence of the natural world. They also maintain that the best way is to learn through experiencing the physical world. Nature plays an important role here as educationist would prefer to teach through observation of natural order. The teachers with realistic bend of mind would want students to development judgment and ethics by experiencing and observing the world. Behavior psychology is also one of the important branches of study for realist educationists. Existentialism philosophy focuses on emotions more than the intellect. The person, his values, beliefs, ideals, and identity are of greater importance than his intellectual capacity and for this reason it views education in slightly negative light. This is because they feel that a student learning through traditional educational means would become nothing more than a pawn in capitalist world. To become a whole and healthy human being who has a unique personality and thinking capacity, it is important to allow the students to explore the world on their own. â€Å"Existentialism is not a philosophy but a label for several widely different revolts against traditional philosophy. Most of the living â€Å"existentialists† have repudiated this label, and a bewildered outsider might well conclude that the only thing they have in common is a marked aversion for each other. (Kaufmann: 75) The teacher in this case would be seen as a facilitator instead of an authoritarian figure. Existentialism supports the idea of allowing students all possible answers to a question instead of handing them down one answer as the only and final solution. Existentialism has something in common with pragmatism as both advocate a curriculum based on individual needs instead of fixed theories and ideas.

Organizational Structures and Air Force Recruiting Service Essay

The rimary advantage of this type of organization is the ability to focus on customer needs and provide faster, better service (Bateman & Snell, 2009). If there was not a divisional separation, the flatness of the hierarchy of management would lead to an overwhelming number of subordinates supervised by each level of management. Under its current organization Headquarters Recruiting Service is responsible for the direct management of three mid-level organizations known as recruiting groups. Each of these groups has the responsibility of managing eight front-line recruiting squadrons. Headquarters Recruiting Service has complete responsibility for the establishment of strategic goals for the recruiting service. It establishes the annual requirements that each group must meet in to satisfy the minimum need the Air Force has for new recruits. Headquarters Recruiting Service will also determine the operating budget for each group based upon its assigned objectives. Development of all marketing strategies is also the responsibility of Headquarters Recruiting Service. Once the strategic plans are approved and passed down tactical planning will take place at the group level. Based upon the propensity for success each squadron is given the number of new recruits they need to assess to be successful. The group will also allocate budgets to each of the recruiting squadrons and pass down the allotted marketing plans as determined by HRS. Squadron commanders will follow a similar to it. A recruiting flight is the lowest level of management in Recruiting Service and typically consists of between four and twelve recruiters who will operate semi- autonomously in the field. Each flight will determine the individual recruiter’s goals nd provide continuing training, mentoring, and management of the recruiters. Managers at the flight level are known as Flight Chiefs. Each flight chief will also be responsible for establishing control procedures to insure the recruiters achieve their established goals. Whereas many people view the armed forces as organizations that pass orders from on high down to the lowest ranking individuals who will follow them blindly tha t is anything but the case. The Air Force places incredible value upon the men and women who complete the many missions ecessary to maintain this nation’s freedoms. To ensure airmen are properly equipped to deal with their day-to-day responsibilities there are many organizational resources put into place for support. Recruiting Service implements a form of human resources that provides for all the necessary elements of any corporate human resources program. The primary mission of Recruiting Service notwithstanding, there are training programs, regular evaluations, mentoring programs and a plethora of other resources put in place to give recruiters the support they need to be successful. Air Force recruiters will not only complete an initial training program that lasts more than seven weeks but also attend annual and quarterly training sessions as well. Each of these training sessions are three to five days long and cover a variety of training topics from marketing and sales skills to counselling and leadership techniques. This training provides recruiters the capability to handle all manner of situations that may arise. Every level of Recruiting Service conducts evaluations on a regular bases. Flight chiefs conduct telephonic debriefings with ndividual recruiters on a weekly basis. They also conduct a monthly office visit and perform a standards inspection to verify the recruiter is following established procedures. Monthly flight meetings are held to allow recruiters to come together and discuss issues and challenges as well as successes

Response Paper Coffee Essays

Response Paper Coffee Essays Response Paper Coffee Paper Response Paper Coffee Paper Response Paper Getting coffee is hard to do Theres nothings better then starting your morning with nice warm cup of coffee its soothing, rich and full feeling whats even better is if you dont have to go through all the trouble in doing so. Stanley Fish talks about the process of getting a decent cup of coffee, he explains how easy it use to be of getting a cup of coffee and that now in days you have to know the process of getting coffee. I believe the purpose of this say is how something that was once so easy has been made difficult, and how difficult it Is to obtain a cup of coffee after buying. I thought this essay was very well written out and easy to write about. These days they have made almost every flavor of coffee out there from pumpkin, Iced, latte, mocha to even caramel and even more. Back then they didnt have as much of a variety It was very straight forward. Stanley fish even talks about how we pay a lot more for something that they dont even flash t even becomes a coordination problem because everything is placed in random orders and people are all trying to get these things like having to reach for lids, cup jackets, straws, stirrers, milk, half and half and a lot more and you have to make sure your coffee doesnt spill on you. In my opinion I think we shouldnt have to pay so much for something that should have already been done by the person making it for you so I agree with Stanley on this one. I also agree on how we have made things so much more difficult then they actually are. But because of this we have more options to choose from like a pumpkin spice late, caramel Fran and mocha which all taste amazing and I honestly thank Struck for all of these options. I like how things are today Instead having very little options to choose from even though Its more straight forward and easy to choose from but I have no problem In waiting In line and having to scout for everything. It was very clear what the authors intentions were to prove how difficult we have made thing like a coffee. Response Paper 3 Coffee By Olivia-Fraser difficult it is to obtain a cup of coffee after buying. I thought this essay was very well of coffee out there from pumpkin, iced, latte, mocha to even caramel and even more. Back then they didnt have as much of a variety it was very straight forward. Stanley fish even talks about how we pay a lot more for something that they dont even finish today instead having very little options to choose from even though its more straight forward and easy to choose from but I have no problem in waiting in line and having

11 Pros and Cons of Using Movies in Class

11 Pros and Cons of Using Movies in Class Showing a film in class may engage students, but engagement cannot be the only reason for showing movies in the classroom. Teachers must understand that the planning for viewing a film is what makes it an  effective learning experience for any grade level. Before planning, however, a teacher must first review the schools policy on the use of film in class. School Policies There are film ratings that schools may adopt for movies shown in class. Here are a general set of guidelines that could be used: G-rated films: No signed permission form is necessary.PG-rated films: A signed parental permission form is required for students under age 13. At the elementary school level, the principal will ask a committee to review the use of the film prior to granting permission.PG-13-rated films: A signed parental permission form is required for students under age 14. No use of PG-13 films is typically allowed at an elementary school level. In a middle school, the principal will ask a committee to review the use of the film prior to granting permission.  R-rated: A signed parental permission form is required for all students. The principal will ask a committee to review the film before granting permission. Film clips are preferred for R-rated films. No use of R-rated films is typically allowed in middle or elementary schools. After checking on the film policy, teachers design the resources for the film to determine how it fits in a unit with other lesson plans. There may be a worksheet to be completed as the movie is being watched that also provides the students with specific information. There may be a plan to stop the film and discuss specific moments. Film as Text The Common Core State Standards for English Language Arts (CCSS) identify a  film as a text, and there are standards specific to the use of film in order to compare and contrast texts. For example, one ELA standard for Grade 8 states: Analyze the extent to which a filmed or live production of a story or drama stays faithful to or departs from the text or script, evaluating the choices made by the director or actors.   There is a similar ELA standard for grades 11-12 Analyze multiple interpretations of a story, drama, or poem (e.g., recorded or live production of a play or recorded novel or poetry), evaluating how each version interprets the source text. (Include at least one play by Shakespeare and one play by an American dramatist). The CCSS encourage the use of film for higher levels of Blooms Taxonomy including analysis or synthesis. Resources There are websites dedicated to helping teachers create effective lesson plans for use with film. One major consideration is the use of film clips as opposed to an entire film. A well-chosen 10-minute clip from a film should be more than adequate to launch a meaningful discussion. Pros of Using Movies in Class Movies can extend the learning beyond the textbook. Sometimes, a movie can really help students get a feel for an era or an event. For example, if you are  a STEM teacher,  you might want to show a clip from the movie ​Hidden Figures  that  highlights the contributions of black women to the space program of the 1960s.Movies can be used as a pre-teaching or interest-building exercise. Adding a movie can build interest in a topic that is being learned while providing a small break from normal classroom activities.Movies can be used to address additional learning styles.  Presenting information in numerous ways can be the key to helping students understand topics. For example, having students watch the movie Separate But Equal can help them understand the reason behind the court case Brown v. Board of Education beyond what they can read in a textbook or hear in a lecture.Movies can provide teachable moments. Sometimes, a movie can include moments that go beyond what you are teaching in a lesson and allow you to highlight other important topics. For example, the movie Gandhi provides information that can help students to discuss world religions, imperialism, non-violent protest, personal freedoms, rights and responsibilities, gender relations, India as a country, and so much more. Movies can be scheduled on days when students could be unfocused.  In day-to-day teaching, there will be days when students will be focused more on their homecoming dance and the big game that night, or on the holiday that starts the next day, rather than on the topic of the day. While there is no excuse to show a non-educational movie, this could be a good time to watch something that complements the topic you are teaching. Cons of Using Movies in the Classroom   Movies can sometimes be very long. A showing of a film such as  Ã¢â‚¬â€¹Schindlers List  with every 10th grade class (with their parents permission, of course) will take an entire week of classroom time. Even a short movie can take up two to three days of classroom time. Further, it can be difficult if different classes have to start and stop at different points in a movie.The educational part of the film may only be a small portion of the overall movie. There may be only a few parts of the movie that would be appropriate for the classroom setting and truly provide an educational benefit. In these cases, it is best to just show the clips if you feel that they truly add to the lesson you are teaching.The movie may not be completely historically accurate.  Movies often play with historical facts to make a better story. Therefore, it is important to point out the historical inaccuracies or students will believe that they are true. If done properly, pointing out the issues with a movie can provide good teachable moments for students. Films do not teach themselves. Showing a movie such as Glory, without putting it in the  historical context  of African-Americans and their role in the Civil War or providing feedback throughout the movie is little better than using the television as a babysitter for your children.There is a perception that watching movies is a bad method of teaching. That is why it is key that if movies are part of a curriculum units resources that they are selected purposefully and that there are properly-created lessons that highlight the information the students are learning. You do not want to get a reputation as the teacher who shows full-length movies which serve little to no purpose, other than as a reward within the classroom setting.Parents might object to specific content within a movie. Be upfront and list the films you will show during the school year. If there are any concerns at all about a movie, send home permission slips for students to return. Include the parents to talk about any concerns they might have before the showing. If a student is not allowed to watch the movie, there should be work to complete in the library while you are showing it to the rest of the class. Movies can be an effective tool for teachers to use with students. The key to success is to choose wisely and create lesson plans that are effective in making the film a learning experience.   Source English Language Arts Standards  » Reading: Literature  » Grade 11-12  » 7. Common Core State Standards Initiative, 2019. English Language Arts Standards  » Reading: Literature  » Grade 8. Common Core State Standards Initiative, 2019. Hidden Figures – Curriculum Discussion Guides. Journeys in Film, April 10, 2017.

Second-Grade Goals for Students After the New Year

Second-Grade Goals for Students After the New Year In order to hit developmental benchmarks, it helps to have parents on your side. These are a few second-grade goals for students to complete after the new year. Share them with parents during conferences so they will have a rough idea of the expectations you have for their child. All children learn differently and are not alike, but it helps to have a few general goals listing which skills students will need to know by the end of the school year. Goals to share with parents should include a focus on reading, math, writing, and what to work on at home. Reading Goals Second-grade students should be able to recognize words as chunks, not just individual letters. For example when looking at the word cheat, the second-grade student should be able to recognize the word eat. Other reading goals include: Increase reading fluency and expression.Use punctuation appropriately.Identify an increasing number of words by sight.Be able to identify the speaker in a story.Retell a story by providing details. Students should also be able to use graphic organizers- visual and graphic displays that organize ideas and demonstrate relationships between different information and concepts- to show an understanding of story elements such as the main character, plot, main idea, supporting details, setting, solution, and theme. Additionally, second-grade students need to strengthen their comprehension skills when reading independently.  They should  be able to identify the main idea in the story as well as locate supporting details, infer, and be able to answer text-specific questions. (This is now a part of the  common core.) Math Goals Second-grade students must able to simplify word problems and directions when needed. They need to have the ability to take their time and work through a problem until it is completed properly. Other math goals include: Recite 25 math facts in one minute.Understand math vocabulary and recognize it. For example, they must be able to recognize what the question is asking, such as: What is place value?Use appropriate tools to strategically to solve a problem.Mentally calculate sums and differences for numbers with only tens or hundreds.Develop a foundation for understanding area and volume.Be able to represent and interpret data. Additionally, second-grade students should extend their understanding of the base-10  system. Writing Goals By the end of second grade, students must be able to capitalize and punctuate correctly and use punctuation to add effect to their writing. Second-graders should also be able to: Provide a strong beginning that will grab the readers attention.Create an ending that will show that their writing piece is finished.Use strategies to plan writing, such as brainstorming and using graphic organizers.Show their personality through their writing.Use a dictionary to self-correct during the drafting phase.Add details to support the main idea. Additionally, students should begin to use transition words in their writing to construct logical order, such as first, second, and third, or next and finally. At Home Goals Learning does not end in the classroom. While at home, students should: Practice math facts- three to five facts at a time- each night or at least five times a week.Study spelling patterns and practice spelling words in a variety of ways besides memorization.Read independently for at least 10 to 15 minutes each night.Have plenty of age-appropriate books available to help them develop vocabulary skills.Work with their parents to develop study skills that will last a lifetime. Even at home, children should use punctuation correctly and write in complete sentences in letters, shopping lists, and other writing.

The Controversial Issue of Student Testing and Assestment Term Paper

The Controversial Issue of Student Testing and Assestment - Term Paper Example Conventional rules require instructors to interpret test scores in accordance with legal and societal expectations, norms and criteria; these norms are either established independently or through statistical analysis of massive numbers of participants (Black & Harrison, (2001). However, Christian perspective on testing and assessment differs significantly from the legal and societal expectations of administering assessment tools. Biblical principles guide instructors to adopt significantly different norms, aims and forms of testing and assessment. The purpose of this paper is to consider the controversial issue of testing and assessment from the legal and societal perspective and contrast these expectations to Biblical principles. The purpose of testing and assessment differs rather significantly across many groups of people considered as education stakeholders. For instance, from the legal perspectives, policymakers’ purpose of assessment include setting standards, focusing o n goals, monitoring the quality of education, formulating policies based on results of tests and assessment, sanctioning or rewarding certain education-related practices and determining the effects of tests. On the other hand, teachers, schools and administrators use tests and assessments as tools to make grouping decisions by monitoring student progress, conducting curriculum evaluations and refinements, offering student diagnosis and motivating students through grading, promotion or mastery by defining grades (Gregory & Chapman, 2002). Societal expectations of testing and assessment include gauging students’ progress in order to assess their strengths and weaknesses, ascertain school accountability and make knowledgeable decisions regarding education and careers. However, from the legal and societal standpoint, instructors are allowed to provide standardized student tests and assessments regardless of the students’ abilities, inabilities or levels of knowledge and un derstanding. The tester, in this case, serves as a determiner of student knowledge. However, Biblical principles regarding testing and assessment are quite dissimilar from societal and legal expectations. First and foremost, Biblical principles require all educational procedures to integrate Christian teachings and messages. These Biblical expectations of teaching and instruction must be woven throughout all educational processes from instruction to assessment. Biblical principles articulate not only what students are expected to do and know, but also what is expected of students as they continue through their life journeys as productive members of society and as followers of Christ. As a consequence, Biblical principles that guide teaching, learning and assessment require that student evaluations and assessment must conform to Christian practices, which not only recognize, but also affirm Christian values (Anthony, 2011). This is accomplished by respecting the worth and dignity of all students. Effective assessment and testing according to Biblical principles also requires the provision of successful experiences to all students regardless of their skills, competences and aptitudes. On the other hand, the universal tests and assessments presented to students based on legal and societal expectations are contrary to Biblical principles. Biblical principl

QDB SME Toolkit GAP Analysis Report Assignment Example | Topics and Well Written Essays - 3750 words

QDB SME Toolkit GAP Analysis Report - Assignment Example However, the document does not deal with the solution of the gaps that are identified in the document. Today, each and every decision from starting a new business to deciding future or improving an existing business is based on availability, accuracy and quality of information. Keeping in view an importance of information the Qatar Development Bank (QDB) developed a toolkit to facilitate the entrepreneurs for starting a new business or to improve an existing business. QDB is a Government entity having responsibility of supporting and developing local Small and Medium Enterprises (SME’s) in Qatar. QDB designed and developed SMEs toolkit that is an online counseling service to serve the desires and requirements of Qatari private sector. It is particularly intended to assist an entrepreneur for establishing a new successful small or medium enterprise. It provides an entrepreneur online guidance and information regarding step-by-step business planning, requirements for opening a particular business and checklists. Currently, the QDB toolkit provides information of ten (10) busines s categories that includes Accounting and Finance, Business Planning, Human Resources, International Business, Legal and Insurance, Marketing and Sales, Operations, Technologies, Woman-Owned Businesses and Market Overview. Particularly, the purpose of producing this document is to provide information regarding the existing services currently provided by QDB for the SMEs through the toolkit, The objectives of Supreme Council of Information and Communication Technology (ictQATAT) for development of the toolkit, the facilities that are being provided to the entrepreneurs, suggestions for improvement through a thorough GAP analysis along with prevailing best practices for such toolkits. The document compares the performance and usage of the currently designed and developed QDB toolkit and desired future state of the QDB toolkit provided

Social learning theories Essay Example | Topics and Well Written Essays - 4000 words

Social learning theories - Essay Example At the time when populations were expansively diffused, the implications of any particular aggressive act were primarily restricted to individuals whom the act was aimed at. Under circumstances of modernised life, in which the wellbeing of groups of inhabitants depends upon harmonious functioning of complex mutually supporting systems, aggressive behaviour that can be effortlessly carried out without demanding complicated mechanism immediately damages enormous numbers of people (Geen, 2001). Interest over the destructive implications of aggression confuses the reality that such behaviour normally has purposeful importance for the user. Certainly, there is a characteristic distinct to aggression that commonly generates circumstances cultivating its incidence. Dissimilar to social behaviours that are not useful without a degree of reciprocity satisfactory to the partakers, aggression does not necessitate eager receptiveness from others for its effectiveness (Moeller, 2001). An individual can harm and destroy to self-benefit despite of whether the victim agrees to it or not. Through destructive behaviour, or authority through verbal and physical coercion, individuals can gain important resources, modify rules to suit their personal desires, acquire power over and haul out compliableness from others, get rid of circumstances that negatively influence their wellbeing, and break down barriers that hamper or interrupt realisation of desired objectives. Hence, actions that are harsh for the victim can be gratifying for the one committing the aggressive act. Though aggression has several various roots its practical value certainly contributes greatly to the occurrence of such behaviour in the dealings of everyday existence (Moeller, 2001). Throughout the years several theories have been suggested to clarify why individuals act

The Myth of Education and Empowerment Essay Example | Topics and Well Written Essays - 1250 words - 33

The Myth of Education and Empowerment - Essay Example The books in the libraries are tattered, dated and discolored while many of the books are in a state of disintegration. "The available books contain outdated facts as well as theories that may not be much help to the students. There are no important books with information relating to AIDS or other diseases, past USA history, exploration and such books" (163) as Moore depicts. To make the education system even worse, "president bush government proposed to reduce and cut federal government spending on libraries by a total of $39 million, a reduction of approximately 19 percent (162)". The Americans view and consider education as the gateway to success as well as a crucial ascend to socio-economy ranking. Nevertheless, writer of this essay depicts that there is no equal distribution of education to students in schools across the different socio-economic course. He depicts it as a fraudulent mirage that the country leadership uses to keep the middle class and working class students in go od schools while the others lament in schools without some crucial education materials such as books and qualified teachers. The writer portrays the poor education system, lack of educational materials and different education philosophies in the school systems affect the standard of education and empowerment in the country. In empowering the students through education, the writer says that it is very important to develop and provide the necessary learning materials such as funding libraries and construction of classes.

Tata Consultancy Services entry strategy in international markets Essay

Tata Consultancy Services entry strategy in international markets - Essay Example One of the interesting reasons for the company’s success can be attributed to its entry approach that the company used in different markets. TCS being the first software company in India, has been in domestic operations since 1968 and its first big export came during the period 1973-74 when it took up the job of building inventory control software solution for an electricity company in Iran. (Agarwal, 2008, p. 19). During the same period TCS also took up a similar assignment in UK developing hospital information system. From that period and with its continued success, TCS has been a delight for its clients globally. The company’s principal activity is to provide information technology and business process outsourcing services. The company offers its services to varied types of industries but its prime focus is in on industries such as banking, insurance, financial services, manufacturing, retail, telecommunications and infrastructure. Innovation can lead the company as at niche player. The Niche for TCS is its BPO Services wing. â€Å"the key idea in niching is specialisation† (Kotler and Armstrong, 2006, p.543). TCS has operations all over the world including in Americas, Europe, Asia as well as Asia-Pacific. The IT consulting and other services market has shown impressive growth in recent years, offering an attractive prospect to potential new entrants. Entry into this market may be done by diversification of the existing activity or by founding a new company. (Datamonitor 2009, p.14). In the year 2008, the company has set its foot in other newer Asia Pacific markets such as Tha iland. Let us now look at TCSs and its country specific entry modes in view of its strengths, weaknesses, Opportunities and Strengths. TCS’s association in Europe has been there for the last 2 decades. . Indian software services firms such as TCS and second ranked Infosys technologies are expanding in Europe

Week7 assignment Example | Topics and Well Written Essays - 250 words

Week7 - Assignment Example In the process, those who should encourage an alcoholic to get help become part of the hindrance to seeking help. Enabling is the other practice that delays recovery from alcoholism. It refers to a protective behavior in which persons close to alcoholics protect them from experiencing the full consequences of their actions; instead, allowing them to continue drinking in the knowledge that someone is looking out for them. Overcoming enabling is the first step to treating alcoholism. An alcoholic should be prepared to meet the problem personally. Consider a situation where an alcoholic spends money intended for food and paying bills on alcohol. Instead of taking money meant for other purposes to do buy food, the spouse may decide to take the children to a relative’s place for a week and let the alcoholic come to a home without food, lights and water for that period. Only then can such an alcoholic understand and appreciate the depth of the problem. From the delays caused by enabling and denial, it is clear that social factors affect the tendency of a person to abuse substances. Use of high potency marijuana has social impact on society amongst which is the link between marijuana use and violent crime. Studies indicate that crime and drug use occur simultaneously. Friends that encourage others to use marijuana are among the main social factors of high-potency marijuana usage (Stevenson, 2013). Hence, peer pressure and the urge to fit in are rather critical social issues in high potency marijuana use. Second, use of high potency marijuana has adverse social effects on the users; including negative effects on their mind, low esteem, possible addiction and progression to other drugs and obesity (Stevenson, 2013). All these effects negatively affect the social functioning of an individual such as making and maintaining

Tata Consultancy Services entry strategy in international markets Essay

Tata Consultancy Services entry strategy in international markets - Essay Example One of the interesting reasons for the company’s success can be attributed to its entry approach that the company used in different markets. TCS being the first software company in India, has been in domestic operations since 1968 and its first big export came during the period 1973-74 when it took up the job of building inventory control software solution for an electricity company in Iran. (Agarwal, 2008, p. 19). During the same period TCS also took up a similar assignment in UK developing hospital information system. From that period and with its continued success, TCS has been a delight for its clients globally. The company’s principal activity is to provide information technology and business process outsourcing services. The company offers its services to varied types of industries but its prime focus is in on industries such as banking, insurance, financial services, manufacturing, retail, telecommunications and infrastructure. Innovation can lead the company as at niche player. The Niche for TCS is its BPO Services wing. â€Å"the key idea in niching is specialisation† (Kotler and Armstrong, 2006, p.543). TCS has operations all over the world including in Americas, Europe, Asia as well as Asia-Pacific. The IT consulting and other services market has shown impressive growth in recent years, offering an attractive prospect to potential new entrants. Entry into this market may be done by diversification of the existing activity or by founding a new company. (Datamonitor 2009, p.14). In the year 2008, the company has set its foot in other newer Asia Pacific markets such as Tha iland. Let us now look at TCSs and its country specific entry modes in view of its strengths, weaknesses, Opportunities and Strengths. TCS’s association in Europe has been there for the last 2 decades. . Indian software services firms such as TCS and second ranked Infosys technologies are expanding in Europe

Document Based Document; Federalists and Anti-Federalists Essay Example for Free

Document Based Document; Federalists and Anti-Federalists Essay The different biased policies of which Federalists believed in interpreting the Constitution broadly, while Jeffersonian Republicans (Anti-Feds) believed it should be interpreted strictly, continued through the presidencies of Thomas Jefferson and James Madison. However, throughout both of their terms, both parties eventually â€Å"switched† their ideals, and followed the other party’s belief. â€Å"Our country is too large to have all its affairs directed by a singled government† (Doc. A) is a letter from Jefferson to Granger, then the complete opposite is written in Doc F, where Randolph talks about how the J. Republicans abandon their original principles. This is just one example of how later the two parties ideals were â€Å"switched. † Actions such as the Louisiana Purchase, the Embargo Act, and the establishment of the Second National Bank show this. Before Jefferson was elected, he believed the government shouldn’t assume any power unless explicitly provided for in the Constitution. The Louisiana Purchase was the purchase of 828,000 square miles of France’s territory in 1803, and the territory was named Louisiana. The U. S paid the French about 15 million dollars for the territory. There were many questionable remarks made about buying the territory because it was thought to be unconstitutional and he was almost thought of a hypocrite. He did agree that that the Constitution didn’t contain requirements for acquiring the territory, but did anyway because he thought the pros outweighed the cons, though he wasn’t consistent to his original â€Å"philosophy† of interpreting the Constitution strictly. Another action considered being â€Å"a step in the opposite direction† was the Embargo Act. Passed in 1807, the Embargo Act was made in response to the impressment of American ships and their goods, and violations of U. S. neutrality. At first what seemed like a good idea, backfired when Americans protested against the Act and the Act was deemed unconstitutional. In the picture in Doc. C, one can tell it was to show overuse of power by the government by establishing the Embargo Act. The Constitution didn’t provide the government with the power of an embargo, but Jefferson supported his claim with very loose connections to the Constitution to verify his reasoning for putting an embargo on Britain. Eventually the Act was ratified and the Non-Intercourse Act was enacted soon after, which allowed trade between all countries beside Britain and France. James Madison, who was thought to be an Anti-Fed, was now thought to be Federalist or a hypocrite when he established the Second National Bank. The First National Bank was made by Alexander Hamilton, who was a Federalist, and who opposed the Jeffersonian Republicans which included James Madison. James Madison decided to make the Second National Bank, considering the First National Bank was a huge difference between both parties, which most considered complete hypocrisy. In Doc. F, Randolph is outraged with the creation of the bank because it shows the Anti-Feds are undertaking Federalist policies. Along with Randolph, other Anti-Feds believed the Second National bank was unconstitutional, and that it benefited investors and merchants at the expense of the majority of the population. This proves that Madison, when suitable to do so, was willing to â€Å"switch† his political values. Both presidents, Thomas Jefferson and James Madison, claimed to be Anti-Feds and â€Å"strictly† followed the Constitution. In fact, there are proven to be times that really have shown otherwise such as the Louisiana Purchase, the Embargo Acts, and the Second National Bank. They stated to both be loyal Anti-Feds, but history tells us otherwise.

Effect of Microsofts Monopolistic Approach

Effect of Microsofts Monopolistic Approach The Effect of Microsofts Monopolistic Approach to Software Bundling on Innovation and Competition.   Contents (Jump to) Chapter 1 Introduction Chapter 2 – Literature Review 2.1 Monopolist or Fierce Competitor 2.2 Bundling, Innovative or Stifling Competition 2.2.1   Bundling Examples in Other Industries 2.3 The Case Against Microsoft Chapter 3 – Analysis 3.1 Bundling, Competitive or Market Restrictive? 3.2 Strategies to Gain Market Share 3.3 Microsoft and The European Union Chapter 4 – Conclusion Bibliography Chapter 1 Introduction When mentioning Microsoft, one’s thoughts naturally turn to computers, as the two are inexorably tied together. And while they both need each other, software was the latter development in this marriage of needs. Based upon digits, computers utilize this foundation as the basis for their computations (Berdayes, 2000, p. 76). A digit is a â€Å"†¦ numeral †¦ that represents an integer †¦Ã¢â‚¬  and includes †¦ any one of the decimal characters ‘0’ through ‘9’ †¦Ã¢â‚¬  as well as â€Å"†¦ either of the binary characters ‘0’ or ‘1’ †¦Ã¢â‚¬  (Atis, 2005). Computers utilize digits under the ‘base-2 number system’, which is also termed as the ‘binary number system’ (Berdayes, 2000, p. 3). The base-2 system is utilized in computers as it implements easier with present day technology. A base-10 system could be used, however its cost in terms of technology innovation woul d make computers prohibitively expensive (Berdayes, 2000, pp. 53-56). Via the utilization of binary digits as opposed to decimal digits, bits thus have only two values, ‘0 and 1’ (Barfield and Caudell, 2001, p. 344, 368). The preceding is important in understanding the relationship of numbers to computers as well as Microsoft’s later entrance into this world. The following provides a visual understanding of how this works: Table 1 – Decimal Numbers in the Binary System (Swarthmore University, 2005) Decimal Number Binary Number 0 = 0 1 = 1 2 = 10 3 = 11 4 = 100 5 = 101 6 = 110 7 = 111 8 = 1000 9 = 1001 10 = 1010 11 = 1011 12 = 1100 13 = 1101 14 = 1110 In computers, bits are utilized in conjunction with bytes, which are represented as ‘8-bit bytes’ that work as follows: Table 2 – 8 Bit Bytes (Barfield and Caudell, 2001. pp. 50-54) Decimal Number Bytes 0 = 0000000000000000 1 = 0000000000000001 2 = 0000000000000010 65534 = 1111111111111110 65535 = 1111111111111111 The earliest computer has been traced back to the ‘abax’, which is the Greek word that describes ‘calculating board’ as well as ‘calculating table’ which as invented in China and called the abacus, it was also used in ancient Greece, the Roman Empire, Russia, Japan, and is still in use by the blind (qi-journal.com, 2005). Operating much as the bits and bytes in the modern computer, the abacus has a vertical row of beads that represent multiples of 10, 1, 10, 100, 1,00 and so forth (qi-journal.com, 2005). The basic principle of the abacus operates in much the same manner as the modern computer, through numerical representation. The first generations of modern computers were huge in comparison with today’s small, powerful and fast machines, and needed air-conditioned rooms to dissipate the heat. Programming on the first commercial computer in 1951, the UNIVAC, was a group of related mechanisms driven my mathematical equations that had to be written in order for the UNIVAC to work on problems (hagar.up.ac.za, 2006). It would take another 6 years for the first personal computer to be developed, the IBM 610 Auto-Point, which was termed as a ‘personal computer’ because it only took one individual to operate it, however, the cost in 1957 termed at $55,000 translates in to well over $100,000 in today’s value (maximon.com, 2006). In 1975 saw the introduction of the Altair 8800, which sold for $439, with 256 bytes of RAM, which also represented the year that Bill Gates, along with Paul Allen founded Microsoft (maximon.com, 2006). Altair was seeking a computer language, which Gates and Allen delivered via a program called BASIC on 23 July 1975, which they gave the company â€Å"†¦ exclusive worldwide rights to †¦ for 10 years† (Rich, 2003, p. 34). Sold as an add-on with the Altair 8800 for $75, the preceding provided the revenue underpinnings for Microsoft (Rich, 2003, p. 35). Generating just $381,715 in 1977, Microsoft was upstaged by Apple Computers that made machines as well as their own operating system (Rich, 2003, p. 36). Apple’s success caught the attention of IBM, which was not in the personal computer market, the foregoing was the means via which Gates entered the picture with IBM based upon DOS, program it secured from Seattle Computer for just $50,000 that heralded the beginni ngs of the industry giant (Rich, 2003, p. 51). Microsoft MS-DOS represented the foundation for the beginning financial strength of the company, which would enable it to develop Windows 95 and successive versions leading to Vista in 2007. Along the way, Microsoft has been accused, rightly or wrongly, of a monopolistic approach to software bundling that has stifled competition and innovation. This paper will seek to examine this facet, its effects, how it happened and the ramifications of the statement. Chapter 2 – Literature Review 2.1 Monopolist or Fierce Competitor In â€Å"Trust on Trial: How the Microsoft Case is Reframing the Rules of Competition†, by Richard McKenzie (2000, p. 1), reflects that Microsoft in the last 25 years has become â€Å"†¦ the worlds premier software company, dominating many of the markets it has entered and developed†¦Ã¢â‚¬  and also finds itself â€Å"†¦under legal assault †¦Ã¢â‚¬  for monopolist behaviour. McKenzie (2000, p. 2) indicates that in the United States â€Å"†¦its the Justice Department against Microsoft, but behind the courtroom scenes there has been a good deal of political maneuvering by other major American corporate high-tech combatants -Sun Microsystems, Oracle, Netscape, IBM, and America Online, to name just a few who would like nothing better than to see their market rival, Microsoft, get its comeuppance in the court of law†. In this instance it is the â€Å"†¦efficacy of antitrust law enforcement has been on trial† as the Microsoft case repr esents â€Å"†¦the first large-scale antitrust proceedings of the digital age;† (McKenzie, 2000. p. 2). McKenzie (2000, p. x) reflects upon the government case against Microsoft as a monopolist, indicating that while its operating system comes â€Å" †¦ preloaded on at least nine of every ten computers containing Intel microprocessors sold in the country, if not the world† was it this that made the company a monopolist? The market dominance that Microsoft has in the fact that its operating system comes preloaded in over 90% of the computers sold was expressed by the former United States Republican candidate Robert Dole, who stated â€Å"Microsoft’s goal appears to be to extend the monopoly it has enjoyed in the PC operating system marketplace to the Internet as a whole, and to control the direction of innovation. (McKenzie, 2000, p. 28). This view was also repeated by the media as well as New York Attorney General Dennis Vacco who see Microsoft’s â€Å"†¦product development strategies are evidence of monopoly power: †¦Ã¢â‚¬  in that the â€Å" †¦ Windows operating system has become almost the sole entry point to cyberspace† (McKenzie, 2000, p. 29). It is without question that Microsoft’s dominance resulting from preloaded operating software provides it with an advantage in introducing other forms of software. But, is that simply good business practices o r predatory behaviour? For consideration, McKenzie (2000, p. 47) points to the book written by Judge Bork â€Å"The Antitrust Paradox† where he stated repeatedly †¦ antitrust should not interfere with any firm size created by internal growth †¦. And like it or not, that is how Microsoft got into the position it now enjoys. But, in all the rhetoric, there is another facet to Microsoft’s dominance, the PC manufacturers themselves. As stated by the manufacturers themselves, there simply is no other choice! (McKenzie, 2000, p. 29). Eric Browning, the chief executive of PC manufacturer Micron has said I am not aware of any other non-Microsoft operating system product to which Micron could or would turn as a substitute for Windows 95 at this time† (McKenzie, 2000, p. 30). This sentiment was also echoed by John Romano, an executive at Hewlett-Packard who advised †¦ we dont have a choice †¦ (McKenzie, 2000, p. 30). The tie-in between monopoly power and market dominance has been explained by Franklin Fisher, the chief economist for the Justice Department as Monopoly power is a substantial degree of market power, or the ability of a firm (a) to charge a price significantly in excess of competitive levels and (b) to do so over a significant period of time (McKenzie, 2000, p. 30). Fisher further asserts that Microsoft’s dominance in the market â€Å"†¦ is protected by barriers to entry in the form of economies of scale in production, network effects, and switching costs †¦ (McKenzie, 2 000, p. 30). Fisher adds that â€Å"There are no reasonable substitutes for Microsoft’s Windows operating system for Intel-compatible desktop PCs. Operating systems for non-Intel-compatible computers are not a reasonable substitute for Microsoft’s Windows operating system because there would be high costs to switching to non-Intel-compatible computers like Mac and Unix† (McKenzie, 2000, p. 30). However, the monopolistic tendencies of Microsoft have not resulted in the company charging higher prices as a result of its dominant position. This view was put forth by the chief economic consultant for the state attorneys general in that â€Å"†¦the absence of viable competitors in Intel-compatible operating systems means that Microsoft doesnt have to worry about raising its price or using its economic weight in other ways †¦Ã¢â‚¬  (McKenzie, 2000, p. 30). He asserts that â€Å" †¦ a monopolist would continue to raise its price so long as its profits rose. †¦Ã¢â‚¬  (McKenzie, 2000, p. 31). Something that Microsoft has not done. Such is inconsistent with the manner in which monopolists behave. The line of reasoning for the preceding is that â€Å"†¦the cost of the operating system represents on average 2.5 percent of the price of personal computers (and at most 10 percent for very inexpensive personal computers), so even a 10 percent increase in the pr ice of the OS [operating system] would result at most in a 1 percent increase in the price of even inexpensive PCs †¦Ã¢â‚¬  (McKenzie, 2000, p. 31). Warren-Boulton thus concludes â€Å"†¦that Microsofts price for Windows is very likely far below the monopoly price †¦Ã¢â‚¬  which is a result of â€Å"†¦the so-called coefficient of the price elasticity of demand facing any firm (the ratio of the percentage change in the quantity to the percentage change in the price †¦Ã¢â‚¬  (McKenzie, 2000, p. 31). Therefore, argues McKenzie (2000, p. 32) a monopolist would not price its product in the very low range, â€Å"†¦because a very low elasticity implies that a price increase will increase profits †¦Ã¢â‚¬ , thus the government’s case has opposing views of Microsoft’s monopolist position, a telling facet in considering the overall implications of the company. The foregoing direct contradicts Franklin Fisher’s, the chief economist for the Justice Department, claims that Microsoft earns â€Å" †¦ superhigh profits †¦Ã¢â‚¬ , which its low prices does not support (McKenzie, 2000, p. 32). Thus, in being a so-called monopolist, Microsoft’s pricing policies do not reflect the behaviour of one. The complicated market, competitive, product and business realities of Microsoft in a competitive market must also be viewed as the company taking actions to protect its position through new product introductions as well as making it difficult for compe titors to gain an edge, the manner in which all firms operate if they intend to remain in business and continue as market leaders. The fact that Microsoft provides its Internet browser free along with its operating system, serves the interest of customers in that they have this feature already available in the purchase of their computers. It also represents a competitive action that limits other browsers from gaining an edge in the market. McKenzie (2000, p. 32) aptly points our that â€Å" †¦ Any firm that is dominant in a software market isnt likely to want to give up its dominance, especially if there are substantial economies of scale in production and network effects in demand †¦Ã¢â‚¬ , something with both Fisher as well as Warren-Boulton indicate is true in the software industry. McKenzie (2000, p. 32) adds that if Microsoft where to start losing market share for its operating system â€Å"†¦it could anticipate problems in keeping its applications network intact, which could mean its market share could spiral downward as a new market entrant makes sales and those sales lead to more and more applications being written for the new operating system †¦Ã¢â‚¬ . The flaw in the monopolist argue, as pointed out by McKenzie (2000. p. 34) is that even if a company had a 100% share of the market â€Å"†¦it must price and develop its product as though it actually had market rivals because the fi rm has to fear the entry of potential competitors †¦Ã¢â‚¬ . To make his point, McKenzie (2000, p. 34) points to classic microeconomics textbooks that teach that a monopolist represents a ‘single producer’ â€Å"†¦that is capable of restricting output, raising its prices above competitive levels, and imposing its will on buyers †¦Ã¢â‚¬  therefore in the position of the U.S. Justice Department, Microsoft’s high, 90%, market share is a near or almost monopoly, that McKenzie (2000, p. 34) aptly states is like almost being pregnant, you either are or you aren’t. To illustrate his point, McKenzie (2000, p. 34) points to the company called Signature Software, which at the time had â€Å"†¦100 percent of the market for a program that allows computer users to type their letters and e-mails in a font that is derived from their own handwriting†. He adds that despite it being the singular producer in the market, the company â€Å"†¦prices its software very modestly, simply because the program can be duplicated with relative ease.† McKenzie (2000, p. 34) also points out that Netscape at one time almost completely dominated the browser market, yet did not price its advantage in monopolist fashion. In protecting its position, Microsoft developed and introduced new products, all of which any other firm had the opportunity to do and thus innovate, yet such did not happen. McKenzie (2000, p. 137) asserts that the aggressive development of new products by Microsoft was in defense of its market position as well as being good marketi ng and customer satisfaction practices. He points to the following innovations by Microsoft that helped to cement is market dominance and stave off competitive inroads, all of which could have been created by other firms (McKenzie, 2000, p. 137): 1975 Microsoft develops BASIC as the first programming language written for the PC. A feat that could have been accomplished by anther firm had they innovated and gotten the initial contract with Altair for the 8800. 1983 Microsoft developed the first mouse based PC word processing program, Word. 1985 The company develops the first PC based word processing system to support the use of a laser printer. 1987 Microsoft’s Windows/386 became the first operating system to utilize the new Intel 32-bit 80386 processor. 1987 Microsoft’s introduces Excel, the first spreadsheet that was designed for Windows. 1989 Word became the first word processing system to offer tables. 1989 Microsoft Office becomes the first business productivity application offering a full suite of office tools. 1991 Word becomes the first productivity program to incorporate multimedia into its operation. 1991 Word version 2.0 becomes the first word processing program to provide drag and drop capability. 1995 Internet Explorer becomes the first browser to support multimedia and 3D graphics 1996 Microsoft’s Intellimouse is the first pointing device to utilize a wheel to aid in navigation. 1996 Microsoft introduces Picture It, the first program to permit consumers to create, enhance and share photo quality images over their PC’s. 1997 DirectX becomes the first multimedia architecture to integrate Internet ready services. 1998 Microsoft’s WebTV in conjunction with the hit television show Baywatch becomes the first internationally syndicated Internet-enhanced season finale. 1999 Windows 2000, which later becomes Windows NT adds the following innovations as firsts to a PC operating system, Text to speech engine, Multicast protocol algorithms that are reliable, Improvements in the performance registry, Inclusion of DirectX, Vision based user interfaces, Handwriting recognition, and a number of other innovations to enhance its operating system, and maintain as well as increase its market position. The preceding represents examples of innovation spurred by Microsoft that could have been introduced by its competitors in various fields first, but where not. Thus, Microsoft in these instances, as well as others introduce consumer enhancing innovations to further its market dominance through aggressive new product development, a path that was open to others as well. 2.2 Bundling, Innovative or Stifling Competition Rosenbaum’s (1998) book â€Å"Market Dominance: How Firms Gain, Hold, or Lose it and the impact on Economic Performance† provides a perspective on the means via which companies gain as well as lose market share, and the tactics they employ to best their competition. Few people remember that when Microsoft introduced Microsoft Word and Excel, the dominant software programs for word processing and spreadsheets were Lotus 1-2-3- and WordPerfect (Rosenbaum, 1998, p. 168). In fact, WordPerfect was the application found in all businesses, period (Rosenbaum, 1998, p. 168). Each of the preceding applications cost approximately $300, which Microsoft bested by selling his Office Suite program for $250. Through providing limited use Word programs in Windows, consumer had the chance to test Word before buying it (Rosenbaum, 1998, p. 168). More importantly, Microsoft’s spreadsheet, word processing, presentation programs were simply better and easier to use that the competitio n. By innovatively offering a free limited version of Word with the operating system, Microsoft induced trial, to which it had to follow up on with a better product. In looking at competitive practices and competition analysis, there is a relationship that exists between the structure of the market and innovation, to which Hope (2000, p. 35) poses the question as to â€Å"†¦whether monopoly is more conducive to innovation than competition †¦Ã¢â‚¬ . Hope (29000, p. 35) indicates that in response to the foregoing, there is no â€Å"†¦clear-cut answer, probably because there is none †¦Ã¢â‚¬ . Hope (2000, p. 35 puts forth the theory that â€Å"†¦Most economists, and virtually all designers of competition policy, take market structure as their starting point as something which is somehow, almost exogenously, given (although it may be affected by competition policy), and which produces results in terms of costs, prices, innovations, etc †¦Ã¢â‚¬  However, Hope (2000, p. 35) tells us that this is wrong, based upon elementary microeconomics, as â€Å"†¦Market structure is inherently endogenous†¦ (and is) â⠂¬ ¦ determined by the behaviour of existing firms and by entry of new ones, simultaneously with costs, prices, product ranges, and investments in RD and marketing†. Exogenous variables, if they in fact exist in a particular situation, represent facets such as product fundamentals such as â€Å"†¦production processes, entry conditions, the initial preferences of the consumers, variables determined in other markets, and government policy †¦Ã¢â‚¬  (Hope, 2000, p. 35). As a result, Hope (2000, p. 35) advises that the questions as to whether â€Å"†¦there will be more innovation with monopoly than with competition is no more meaningful than to ask whether price-cost margins will be higher if costs are high than if they are low †¦Ã¢â‚¬ . 2.2.1 Bundling Examples in Other Industries Aron and Wildman (1999, p. 2) make the analogy of Microsoft’s bundling methodology with that of cable television whereby a broadcaster how owns a â€Å"†¦ marquee channel can preclude competition in thematic channels (such as comedy or science fiction channels) by bundling their own thematic channels with the †¦Ã¢â‚¬  marquee channel. The preceding illustrates the idea that consumers tend to value channels such as HBO, Cinemax and Showtime that their reputation helps to cause consumers to consider other program platforms they offer. These channels advertise their other channels on their marquee stations and vise versa, offering bundling of channels at reduced prices to encourage purchase. Aron and Wildman (1999, p. 2) offer the logic that â€Å"†¦a provider that attempts to compete by offering a thematic channel on a stand-alone basis, without an anchor channel, would not be able to survive the competitive pressure of a rival with an anchor.† The argume nt that having a marquee channel, or anchor, is key to the viability of broadcasters is supported by the development of pay television in the United Kingdom. Aron and Wildman (1999, p. 2). The dominant pay television supplier is BSkyB which controls â€Å"†¦most of the critical programming rights in Britain, enabling it to use bundled pricing to execute a price squeeze against rivals †¦Ã¢â‚¬  which as in the case of Microsoft â€Å"†¦the pay television industry is that a firm that monopolizes one product (here, an anchor channel) can effectively leverage that monopoly to preclude competition in another product market by using bundled pricing† (Aron and Wildman, 1999, p. 2). Aron and Wildman (1999, p. 3) provide another example of how firms utilize bundling to inhibit their competition, through the example of Abbott and Ortho laboratories, which produce blood-screening tests utilized to test blood that is donated for viruses. Interestingly Abbott produced all five of the test utilized to check for viruses, whereas Ortho only produced three, thus Abbott bundled the five tests in a manner that Ortho was unable to compete, thus effectively making it a monopolist (Aron and Wildman (1999, p. 3). Were these good business practices that this enabled Abbott to increase its market share at the expense of another company that did not innovate in producing all five tests to complete? Ortho claimed that â€Å"†¦Abbott was effectively a monopolist in two of the tests, Ortho claimed that Abbott could and did use a bundled pricing strategy to leverage its monopoly into the other non-monopolized tests and preclude competition there† (Aron and Wildman, 1999, p. 3). The preceding examples show â€Å"†¦that a monopolist can preclude competition using a bundled pricing strategy †¦Ã¢â‚¬  (Aron and Wildman, 1999, p. 3) and that in so doing can accomplish such without charging prices in excess of what is reasonable for their customers, which makes sound business sense in that capturing the market thus eliminates the need for such, and also provides the business condition that prevents competitors from re-entering the market at lower prices. Thus it is rational for a monopolist to behave as if competitors exist, which in fact they will if it provides such an opportunity through increased pricing. The examples indicated show that â€Å" †¦ it is indeed possible in equilibrium for a provider who monopolizes one product (or set of products) to profitably execute a fatal price squeeze against a rival in another product by using a bundled pricing strategy† (Aron and Wildman, 1999, p. 3). 2.3 The Case Against Microsoft Spinello (2002, p. 83) in his work â€Å"Regulating Cyberspace: The Policies and Technologies of Control† inform us that there are four distinct aspects of the United States government case which is based upon violations of the Sherman Act, which are as follows: The company’s monopolization of the PC operating systems market was achieved via anticompetitive means, specially in the instance of the utilization of its browser, in violation of â€Å"Section 2 of the Sherman Act, which declares that it is unlawful for a person or firm to â€Å"monopolize†¦any part of the trade or commerce among the several States, or with foreign nations† (Spinello, 2002, p. 83). That Microsoft engaged in â€Å"†¦Unlawful exclusive dealing arrangements in violation of Sections 1 and 2 of the Sherman Act (this category includes Microsoft’s exclusive deal with America Online)† (Spinello, 2002, p. 83). That Microsoft in its attempt to maintain it competitive edge in browser software â€Å"†¦attempted to illegally amass monopoly power in the browser market) in violation of Section 2 of the Sherman Act †¦Ã¢â‚¬  (Spinello, 2002, p. 83). And that the bundling of its browser along with the operating system was in violation of â€Å"†¦Section 1 of the Sherman Act (Section 1 of this act prohibits contracts, combinations, and conspiracies in restraint of trade, and this includes tying arrangements) †¦Ã¢â‚¬  †¦Ã¢â‚¬  (Spinello, 2002, p. 83). Spinello (2002, p. 89) provides an analysis of the Department of Justice case against the company utilizing a distinct example as represented by Netscape. He contends that the option for consumer choice was never inhibited by Microsoft, and that Netscape’s own practices contributed to the decline in popularity of its browser. Chapter 3 –Analysis 3.1 Bundling, Competitive or Market Restrictive? The Concise Dictionary of Business Management (Statt, 1999, p. 109) defines a monopoly as â€Å"A situation in which a market is under the control or domination of a single organization †. The Dictionary continues that â€Å"This condition is generally considered to be met at one-quarter to one-third of the market in question (and that) †¦ A monopoly is contrary to the ideal of the free market and is therefore subject to legal sanctions in all industrialized countries with a capitalist or mixed economy†. In addressing this facet of the Microsoft case, McKenzie (2000, p. 27) elaborates that Microsoft’s market position as a ‘single seller’ in the market as a result of its dominance represents â€Å"†¦ latent, if not kinetic, monopoly power† and in the opinion of the judge presiding over the case, the company is â€Å"†¦illegally exploiting its market power in various ways to its own advantage and to the detriment of existing and potential market rivals and, more important, consumers†. This goes to the heart of the matter concerning the assertion that Microsoft’s monopolist approach is stifling competition and innovation as its bundling practices effectively eliminates software such as Netscape and others from becoming an option for other companies as the Internet browser Explorer comes preloaded with Windows and Vista operating software. This view was publicly asserted by the United States Attorney General at the time, Janet Reno in a 1997 press conference where she stated on behalf of the Justice Department that Microsoft is unlawfully taking advantage of its Windows monopoly to protect and extend that monopoly (McKenzie, 2000, p. 27). Gillett and Vogelsang (1999, p. xiv) in â€Å"Competition, Regulation, and Convergence: Current Trends in Telecommunications Policy Research† advise that â€Å"†¦Bundling is a contentious element of software competition that has been at the heart of the Microsoft antitrust litigation, and represents an integral aspect in the examination of how and if Microsoft’s monopolistic approach to software bundling has an effect on innovation and competition. They state that â€Å" †¦ through bundling, can profitably extend this monopoly to another product, for which it faces competition from a firm offering a superior product (in the sense that it would generate more surplus than the product offered by the monopolist) (Gillett and Vogelsang, 1999, p. xiv). They continue that â€Å"†¦Bundling the two products turns out to be an equilibrium outcome that makes society in general and consumers in particular worse off than they would be with competition without bundl ing †¦Ã¢â‚¬ . Gillett and Vogelsang (1999, p. xiv) offer the idea that â€Å"†¦bundling is likely to be welfare reducing and that unbundling would not be a suitable remedy †¦Ã¢â‚¬  Aron and Wildman (1999, p. 1) advise us that through the use of bundling a company can exclude its rivals through the combined pricing, thus successfully leveraging its monopoly power. They continue that the preceding represents part of an equilibrium strategy by which the monop