Morality and Competitor Essay Example for Free

Morality and Competitor Essay No doubt, Money is an essential, almost indispensable article in the present day world. It is the’ money’ through which we can purchase all the necessary comforts and amenities of life. If you have money, you can obtain what seems impossible to others. It is the money which gives man, confidence, creditworthiness, credentials, capacity, capabilities and courage. In present day materialistic world, money has become very powerful. In the present day corruption, cut throat competition, callous degradation of moral and ethical values, are for the sake of grabbing and accumulating more and more money. The prestige, respect, social status, commanded by a person is calculated per his monetary status. Time has gone, when we valued a person in evaluated of his moral and ethical values. People were earlier known for keeping their words, for donating every thing to a donee. Now people are know in terms of their ranking in the list of rich of the world. Money has become the centre of all activities. Money and muscle power have become essential ingredients of a successful political leader. Money is regarded as omnipotent by a few people, particularly by the poor. As whatever one does not possess, one aspires it badly, and it becomes mono aim of achievement. For the rich, that owe lots of money, still craving to earn more and more, by hook or by crook, with fair or foul means, without caring even for their own health, own family. They are the servants of money, earning money not for the sake of themselves but for the sake of money and a time comes they find themselves unable to use the money for their happiness. They are unable to eat, unable to taste the most delicious dish, unable to move, walk or enjoy because they suffer from many diseases which are the result of their undue craving for wealth at the cost of health. Can one purchase anything with the power of money? No, one cannot. You cannot purchase inner satisfaction with money, you cannot purchase the lost youthfulness with money, you cannot purchase time from the death at any cost. Those who earn money simply to a have more money, more balance in their accounts are no better than the proverbial miser king ‘Midas’. Excessive love for money, make a man slave of money. Money is important for our life, but it is not the most important thing for a human being. Those who use money for fulfilling their necessities, acquiring reasonable comforts and for the welfare of a common good, are the masters of money. But those who earn money just for the sake of increasing its volume and number are slaves of the money. They are the most unfortunate creatures of God who know well that whatever money they are earning, can’t be taken an iota of that when they die even they are minting more and more money. What a paradox Money has become their master and they are just slaves, having no peace of mind, no moral and ethical values, no inner satisfaction. So it is rightly said that money is a good servant but a bad master. Let us use the money for our comfort, not for the sake of money, minting more and more money.

What is a project?

What is a project? Project Characteristics A project can be defined as a temporary endeavor that is undertaken to create a unique result, which can be a product or a service. There are some terms in this definition, which have to be defined themselves. The main ones are temporary and unique result. The term temporary means that every project must has a definite beginning and a definite end. The end would be reached when the projects objectives have all been achieved, or it becomes clear for us that the project objectives cannot or will not be met, or the former need for the project no longer exists. All of these result in the termination of project. Temporary does not necessarily mean short in duration; many projects can last for several years. In every case, however, the duration of a project is finite. Projects are not ongoing efforts. In addition, temporary does not generally apply to the product, service or result created by the project. Most projects are undertaken to create a lasting outcome. For example, a project to erect a national monument will create a result expected to last centuries. Projects also may often have intended and unintended social, economic and environmental impacts that far outlast the projects themselves. The temporary nature of projects may apply to other aspects of the endeavor as well: The opportunity or market window is usually temporary-some projects have a limited time frame in which to produce their product or service. The project team, as a working unit, seldom outlives the project-a team created for the sole purpose of performing the project will perform that project, and then the team is disbanded and the team members reassigned when the project ends. Unique Products, Services, Or Results A project creates unique deliverables, which are products, services, or results. Projects can create: A product or artifact that is produced, is quantifiable, and can be either an end item in itself or a component item A capability to perform a service, such as business functions supporting production or distribution A result, such as outcomes or documents. For example, a research project develops knowledge that can be used to determine whether or not a trend is present or a new process will benefit society. Uniqueness is an important characteristic of project deliverables. For example, many thousands of office buildings have been developed, but each individual facility is unique-different owner, different design, different location, different contractors, and so on. The presence of repetitive elements does not change the fundamental uniqueness of the project work. Progressive Elaboration Progressive elaboration is a characteristic of projects that accompanies the concepts of temporary and unique. Progressive elaboration means developing in steps, and continuing by increments. For example, the project scope will be broadly described early in the project and made more explicit and detailed as the project team develops a better and more complete understanding of the objectives and deliverables. Progressive elaboration should not be confused with scope creep. Progressive elaboration of a projects specifications needs to be carefully coordinated with proper project scope definition, particularly if the project is performed under contract. When properly defined, the scope of the project-the work to be done-should be controlled as the project and product specifications are progressively elaborated. Projects And Strategic Planning Projects are a means of organizing activities that cannot be addressed within the organizations normal operational limits. Projects are, therefore, often utilized as a means of achieving an organizations strategic plan, whether the project team is employed by the organization or is a contracted service provider. Projects are typically authorized as a result of one or more of the following strategic considerations: A market demand (e.g., an oil company authorizes a project to build a new refinery in response to chronic gasoline shortages) An organizational need (e.g., a training company authorizes a project to create a new course in order to increase its revenues) A customer request (e.g., an electric utility authorizes a project to build a new substation to serve a new industrial park) A technological advance (e.g., a software firm authorizes a new project to develop a new generation of video games after the introduction of new game- playing equipment by electronics firms) A legal requirement (e.g., a paint manufacturer authorizes a project to establish guidelines for the handling of a new toxic material). What Is Project Management? Project management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements. Project management is accomplished through the application and integration of the project management processes of initiating, planning, executing, monitoring and controlling, and closing. The project manager is the person responsible for accomplishing the project objectives. Managing a project includes: Identifying requirements Establishing clear and achievable objectives Balancing the competing demands for quality, scope, time and cost Adapting the specifications, plans, and approach to the different concerns and expectations of the various stakeholders. Project managers often talk of a triple constraint-project scope, time and cost-in managing competing project requirements. Project quality is affected by balancing these three factors. High quality projects deliver the required product, service or result within scope, on time, and within budget. The relationship among these factors is such that if any one of the three factors changes, at least one other factor is likely to be affected. Project managers also manage projects in response to uncertainty. Project risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on at least one project objective. It is important to note that many of the processes within project management are iterative because of the existence of, and necessity for, progressive elaboration in a project throughout the projects life cycle. That is, as a project management team learns more about a project, the team can then manage to a greater level of detail. The term project management is sometimes used to describe an organizational or managerial approach to the management of projects and some ongoing operations, which can be redefined as projects, that is also referred to as management by projects. There has been a tendency in recent years to manage more activities in more application areas using project management. More organizations are using management by project. This is not to say that all operations can or should be organized into projects. The adoption of management by project is also related to the adoption of an organizational culture that is close to the project management. Although, an understanding of project management is critical to an organization that is using management by projects, a detailed discussion of the approach itself is outside the scope of this standard. The Project Management Knowledge Areas The Project Management Knowledge Areas, organizes the 44 project management processes from the Project Management Process Groups into nine Knowledge Areas, as described below. Project Integration Management: describes the processes and activities that integrate the various elements of project management, which are identified, defined, combined, unified and coordinated within the Project Management Process Groups. It consists of the Develop Project Charter, Develop Preliminary Project Scope Statement, Develop Project Management Plan, Direct and Manage Project Execution, Monitor and Control Project Work, Integrated Change Control, and Close Project project management processes. Project Scope Management: describes the processes involved in ascertaining that the project includes all the work required, and only the work required, to complete the project successfully. It consists of the Scope Planning, Scope Definition, Create WBS, Scope Verification, and Scope Control project management processes. Project Time Management: describes the processes concerning the timely completion of the project. It consists of the Activity Definition, Activity Sequencing, Activity Resource Estimating, Activity Duration Estimating, Schedule Development, and Schedule Control project management processes. Project Cost Management: describes the processes involved in planning, estimating, budgeting, and controlling costs so that the project is completed within the approved budget. It consists of the Cost Estimating, Cost Budgeting, and Cost Control project management processes. Project Quality Management: describes the processes involved in assuring that the project will satisfy the objectives for which it was undertaken. It consists of the Quality Planning, Perform Quality Assurance, and Perform Quality Control project management processes. Project Human Resource Management: describes the processes that organize and manage the project team. It consists of the Human Resource Planning, Acquire Project Team, Develop Project Team, and Manage Project Team project management processes. Project Communications Management: describes the processes concerning the timely and appropriate generation, collection, dissemination, storage and ultimate disposition of project information. It consists of the Communications Planning, Information Distribution, Performance Reporting, and Manage Stakeholders project management processes. Project Risk Management: describes the processes concerned with conducting risk management on a project. It consists of the Risk Management Planning, Risk Identification, Qualitative Risk Analysis, Quantitative Risk Analysis, Risk Response Planning, and Risk Monitoring and Control project management processes. Project Procurement Management: describes the processes that purchase or acquire products, services or results, as well as contract management processes. It consists of the Plan Purchases and Acquisitions, Plan Contracting, Request Seller Responses, Select Sellers, Contract Administration, and Contract Closure project management processes. Figure 1-1. Overview of Project Management Knowledge Areas and Project Management Processes The Project Life Cycle Project managers or the organization can divide projects into phases to provide better management control with appropriate links to the ongoing operations of the performing organization. Collectively, these phases are known as the project life cycle. Many organizations identify a specific set of life cycles for use on all of their projects. Characteristics Of The Project Life Cycle The project life cycle defines the phases that connect the beginning of a project to its end. For example, when an organization identifies an opportunity to which it would like to respond, it will often authorize a feasibility study to decide whether it should undertake the project. The project life cycle definition can help the project manager clarify whether to treat the feasibility study as the first project phase or as a separate, stand-alone project. Where the outcome of such a preliminary effort is not clearly identifiable, it is best to treat such efforts as a separate project. The phases of a project life cycle are not the same as the Project Management Process Groups. The transition from one phase to another within a projects life cycle generally involves, and is usually defined by, some form of technical transfer or handoff. Deliverables from one phase are usually reviewed for completeness and accuracy and approved before work starts on the next phase. However, it is not uncommon for a phase to begin prior to the approval of the previous phases deliverables, when the risks involved are deemed acceptable. This practice of overlapping phases, normally done in sequence, is an example of the application of the schedule compression technique called fast tracking. There is no single best way to define an ideal project life cycle. Some organizations have established policies that standardize all projects with a single life cycle, while others allow the project management team to choose the most appropriate life cycle for the teams project. Further, industry common practices will often lead to the use of a preferred life cycle within that industry. Project life cycles generally define: What technical work to do in each phase (for example, in which phase should the architects work be performed?) When the deliverables are to be generated in each phase and how each deliverable is reviewed, verified, and validated Who is involved in each phase (for example, concurrent engineering requires that the implementers be involved with requirements and design) How to control and approve each phase. Project life cycle descriptions can be very general or very detailed. Highly detailed descriptions of life cycles can include forms, charts, and checklists to provide structure and control. Most project life cycles share a number of common characteristics: Phases are generally sequential and are usually defined by some form of technical information transfer or technical component handoff. Cost and staffing levels are low at the start, peak during the intermediate phases, and drop rapidly as the project draws to a conclusion. The level of uncertainty is highest and, hence, risk of failing to achieve the objectives is greatest at the start of the project. The certainty of completion generally gets progressively better as the project continues. The ability of the stakeholders to influence the final characteristics of the projects product and the final cost of the project is highest at the start, and gets progressively lower as the project continues. A major contributor to this phenomenon is that the cost of changes and correcting errors generally increases as the project continues. Although many project life cycles have similar phase names with similar deliverables, few life cycles are identical. Some can have four or five phases, but others may have nine or more. Single application areas are known to have significant variations. One organizations software development life cycle can have a single design phase, while another can have separate phases for architectural and detailed design. Subprojects can also have distinct project life cycles. For example, an architectural firm hired to design a new office building is first involved in the owners definition phase while doing the design, and in the owners implementation phase while supporting the construction effort. The architects design project, however, will have its own series of phases from conceptual development, through definition and implementation, to closure. The architect can even treat designing the facility and supporting the construction as separate projects, each with its own set of phases. Characteristics Of Project Phases The completion and approval of one or more deliverables characterizes a project phase. A deliverable is a measurable, verifiable work product such as a specification, feasibility study report, detailed design document, or working prototype. Some deliverables can correspond to the project management process, whereas others are the end products or components of the end products for which the project was conceived. The deliverables, and hence the phases, are part of a generally sequential process designed to ensure proper control of the project and to attain the desired product or service, which is the objective of the project. In any specific project, for reasons of size, complexity, level of risk, and cash flow constraints, phases can be further subdivided into subphases. Each subphase is aligned with one or more specific deliverables for monitoring and control. The majority of these subphase deliverables are related to the primary phase deliverable, and the phases typically take their names from these phase deliverables: requirements, design, build, test, startup, turnover, and others, as appropriate. A project phase is generally concluded with a review of the work accomplished and the deliverables to determine acceptance, whether extra work is still required, or whether the phase should be considered closed. A management review is often held to reach a decision to start the activities of the next phase without closing the current phase, for example, when the project manager chooses fast tracking as the course of action. Another example is when an information technology company chooses an iterative life cycle where more than one phase of the project might progress simultaneously. Requirements for a module can be gathered and analyzed before the module is designed and constructed. While analysis of a module is being done, the requirements gathering for another module could also start in parallel. Similarly, a phase can be closed without the decision to initiate any other phases. For example, the project is completed or the risk is deemed too great for the project to be allowed to continue. Formal phase completion does not include authorizing the subsequent phase. For effective control, each phase is formally initiated to produce a phase-dependent output of the Initiating Process Group, specifying what is allowed and expected for that phase, as shown in Figure 2-3. A phase-end review can be held with the explicit goals of obtaining authorization to close the current phase and to initiate the subsequent one. Sometimes both authorizations can be gained at one review. Phase-end reviews are also called phase exits, phase gates, or kill points. Project Management Processes The project management processes are presented as discrete elements with well- defined interfaces. However, in practice they overlap and interact in ways that are not completely detailed here. Most experienced project management practitioners recognize there is more than one way to manage a project. The specifics for a project are defined as objectives that must be accomplished based on complexity, risk, size, time frame, project teams experience, access to resources, amount of historical information, the organizations project management maturity, and industry and application area. The required Process Groups and their constituent processes are guides to apply appropriate project management knowledge and skills during the project. In addition, the application of the project management processes to a project is iterative and many processes are repeated and revised during the project. The project manager and the project team are responsible for determining what processes from the Proce ss Groups will be employed, by whom, and the degree of rigor that will be applied to the execution of those processes to achieve the desired project objective. An underlying concept for the interaction among the project management processes is the plan-do-check-act cycle. This cycle is linked by results   the result from one part of the cycle becomes the input to another. See Figure 3-1. The integrative nature of the Process Groups is more complex than the basic plan-do-check-act cycle (see Figure 3-2). However, the enhanced cycle can be applied to the interrelationships within and among the Process Groups. The Planning Process Group corresponds to the plan component of the plan-do-check-act cycle. The Executing Process Group corresponds to the do component and the Monitoring and Controlling Process Group corresponds to the check and act components. In addition, since management of a project is a finite effort, the Initiating Process Group starts these cycles and the Closing Process Group ends them. The integrative nature of project management requires the Monitoring and Controlling Process Group interaction with every aspect of the other Process Groups. Project Management Process Groups Mapped to the Plan-Do-Check-Act Cycle Project Management Process Groups There are five dependent Project Management Process Groups which are required for any project. These five Process Groups are performed in the same sequence on every project and are independent of application areas or industry focus. Individual Process Groups and constituent processes are often iterated prior to completing the project. Constituent processes can also have interactions both within a Process Group, and among all Process Groups. Process Groups Processes within the Process Groups Organizational Process Assets and Enterprise Environmental Factors, which are shown as inputs to and outputs from the Process Groups, and external to the processes Arrows or line arrows indicate data or process flow among or within the Process Groups. The process flow diagram, which is shown in Figure 3-4, provides an overall summary of the basic flow and interactions that happen among the Process Groups. An individual process may define and constrain the use of inputs to produce outputs for that Process Group. Each Process Group includes the constituent project management processes which are linked by the respective inputs and outputs; so the result or outcome of one process becomes the input to another. It is important to mention that The Process Groups are not project phases. All Process Group processes are normally repeated for each phase or subproject. The Process Groups are: Initiating Process Group: Defines and also authorizes the project, or a project phase. Planning Process Group: Defines and refines the objectives and plans the course of action that is required to attain the objectives and scope that the project has to address. Executing Process Group: Integrates resources (like people) to carry out the project management plan for the project. Monitoring and Controlling Process Group: Regularly measures and monitors progress to identify the variances from the project management plan to take the corrective when it is necessary to meet project objectives. Closing Process Group. Formalizes acceptance of the result (product or service) and brings the project (or a project phase) to an orderly end. Initiating Process Group The initiation processes determine the scope and nature of the project. If this stage is not done well, probably the project will not be successful in meeting its defined needs. The key project controls that are needed here are an understanding of the business environment, and also making sure that all of the necessary controls are incorporated. The failures have to be reported and a recommendation should be made for fixing them. The initiation stage should include a plan that covers the following areas: Analysis of the business requirements in measurable goals Review of the current operations Financial analysis of the costs and benefits containing a budget Stakeholder analysis and support personnel for the ongoing project Project charter containing costs, tasks, deliverables, and schedule Planning Process Group Following the initiation stage, the project is planned to a suitable level of detail. The main aim is to plan time, cost and resources sufficiently to estimate the work needed and to effectively manage the risk during project execution. Like the Initiation processes, a failure to adequately plan greatly decreases the projects chance of successfully accomplishing the goals. Project planning is generally consisted of the following: Finding out how to plan developing the scope statement; selecting the planning team; identifying the deliverables and creating the WBS; identifying the activities that are needed to complete the deliverables and networking the activities in their coherent sequence; estimating the resources required for the activities; estimating time and cost for activities; developing the schedule; developing the budget; risk planning; Getting the formal approval to begin work. For new product development projects, conceptual design of the operation of the final product may be performed simultaneous with the project planning activities, and can help to inform the planning team during identification of deliverables and planning activities. Executing Process Group Executing is consisted of the processes which are used to complete the work defined in the project management plan to gain the projects requirements. Execution process contains coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan. The deliverables are then produced as outputs from the processes performed as is defined in the project management plan. Monitoring And Controlling Process Group Monitoring and controlling mainly consists of the processes that are performed for observation of project execution. Therefore, the potential problems can be easily identified in a timely manner and needed corrective action can be taken, to control the execution of the project. The key benefit is that project performance is observed on a regular basis to identify variances from the project management plan. Monitoring and Controlling process group includes: Measuring the current project activities; Monitoring the project variables (cost, effort, scope, etc.) with a look at the project management plan and the project performance baseline; Identifying needed corrective actions to address topics and risks properly; Influencing the factors that could circumvent structured change control so only approved changes are accepted and implemented In multi-phase projects, the monitoring and controlling process may also provide feedback between project phases for implementing corrective or preventive actions to bring the project in compliance with the project management plan. Project Maintenance is an ongoing process. Therefore, it includes: Ongoing support of end users Correcting errors Updating the software over time Monitoring And Controlling Cycle Over the trend of any construction project, the work scope might change. Change is an expected and normal part of the construction process. Change can be the result of necessary design modifications, differing site conditions, contractor-requested changes, material availability, value engineering and affects from third parties. Beyond executing the change in the field, the change needs to be documented to show what is actually constructed. This is referred to as Change Management. When changes are implemented to the project, the feasibility of the project has to be re-checked. It is important not to lose sight of the initial goals and targets of the projects. When the changes are collected, the forecasted result may not explain the original proposed investment in the project. Closing Process Group Closing includes the formal acceptance of the project and the ending thence. Managerial activities include the archiving of the files and documenting everything. This phase mainly consists of: Project close: Finalizing all activities across process groups to formally close the project Contract closure: Completing and settling each contract (including the resolution of any open items) and closing each contract applicable to the project or project phase Overview Of Project Risk Management Project Risk Management includes the processes concerned with conducting risk management planning, identification, analysis, responses, and monitoring and control on a project; most of these processes are updated throughout the project. The objectives of Project Risk Management are to increase the probability and impact of positive events, and decrease the probability and impact of events adverse to the project. Figure 11-1 provides an overview of the Project Risk Management processes, and Figure 11-2 provides a process flow diagram of those processes and their inputs, outputs, and other related Knowledge Area processes. The Project Risk Management processes include the following: 1. Risk Management Planning: deciding how to approach, plan, and execute the risk management activities for a project. 2. Risk Identification: determining which risks might affect the project and documenting their characteristics. 3. Qualitative Risk Analysis: prioritizing risks for subsequent further analysis or action by assessing and combining their probability of occurrence and impact. 4. Quantitative Risk Analysis: numerically analyzing the effect on overall project objectives of identified risks. 5. Risk Response Planning: developing options and actions to enhance opportunities, and to reduce threats to project objectives. 6. Risk Monitoring and Control: tracking identified risks, monitoring residual risks, identifying new risks, executing risk response plans, and evaluating their effectiveness throughout the project life cycle. These processes interact with each other and with the processes in the other Knowledge Areas as well. Each process can involve effort from one or more persons or groups of persons based on the needs of the project. Each process occurs at least once in every project and occurs in one or more project phases, if the project is divided into phases. Although the processes are presented here as discrete elements with well-defined interfaces, in practice they may overlap and interact in ways not detailed here. Process interactions are discussed in detail in Chapter 3. Project risk is an uncertain event or condition that, if it occurs, has a positive or a negative effect on at least one project objective, such as time, cost, scope, or quality (i.e., where the project time objective is to deliver in accordance with the agreed-upon schedule; where the project cost objective is to deliver within the agreed-upon cost; etc.). A risk may have one or more causes and, if it occurs, one or more impacts. For example, a cause may be requiring an environmental permit to do work, or having limited personnel assigned to design the project. The risk event is that the permitting agency may take longer than planned to issue a permit, or the design personnel available and assigned may not be adequate for the activity. If either of these uncertain events occurs, there may be an impact on the project cost, schedule, or performance. Risk conditions could include aspects of the projec

Employer Obligations Under The Equality Act 2010

Employer Obligations Under The Equality Act 2010 Gavin Moore PO4 Question 1 The employer’s main obligations under the Employment Equality Act are to: Provide a safe, healthy work environment with the required facilities. When hiring employees they must abide by the nine grounds and must not discriminate based on: Race The employer cannot say no to hiring someone based on the fact they are Chinese, Indian, African or even white. Gender An employer cannot base his decision on whether the candidate is a man or a woman when recruiting as this can be sexist and discrimination. Marital status Just because the person looking for work is married or not the employer can’t say no based on this status. Family status The employer can’t look at whether the person is a family man with a wife and kids or if he has no wife and kids and lives alone when hiring. Sexual orientation If the candidate is gay, bisexual or even a lesbian the employer can’t base his decision on this. Disability If a person has a disability they should not feel that they will not get the job because of this unless it involves something which requires skill that they don’t have, otherwise, the employer must treat them equal. Religion The employees should not be treated differently based on their religious beliefs. Age The position should be available for anyone who is between the age of 18 to 65 as long as they are well able to complete the tasks which have to be done. Member of the travelling community. If a member of the travelling community is looking for work and is fully qualified he should not be discriminated against just because of his background. The two main legal acts which underpin it are: The Employment Equality Act 1998 (amended 2004) This covers advertising, equal pay, access to employment, promotion or demotion and dismissal and other issues. This also promotes equality, prohibits discrimination and sexual harassment or harassment, and gives access to people with disabilities participation and training. The Act gives protection to employees in the public and private sector. The Equal Status Act 2000 (as amended by the equality act 2004) The Equal Status Act promotes equality, prohibits certain kinds of discrimination (with some exceptions), prohibits sexual harassment and harassment (on the discriminatory grounds). This covers people who buy goods, use services and facilities and attend educational establishments. The Act also prohibits victimisation and provides that clubs which discriminate may lose their licence to sell alcohol. (www.asti.ie) PO4 Question 2 The employee’s main obligations under the employment equality act are to: Be available for work and provide a good service. you must be willing to do the work given to you at any time and you must do it to the best of your ability. Obey orders from employers Whatever tasks your employer gives to you must be completed and you must do what they tell you to do without any negativity Maintain confidentiality regarding company information Any information given to you about clients or the business must not be shared outside the workplace as it is company policy that everything remains private. Be willing to compensate the employer for any damage caused or wrongful act committed. If you manage to break something or do something wrong you must confront the manager as soon as possible because if you don’t tell the manager you will come across as being unreliable and not honest which can give you a bad reputation within the workplace. The two main legal acts which underpin this is: The Employment Equality Act 1998 (amended 2004) This covers advertising, equal pay, access to employment, promotion or demotion and dismissal and other issues. This also promotes equality, prohibits discrimination and sexual harassment or harassment, and gives access to people with disabilities participation and training. The Act gives protection to employees in the public and private sector. The Equal Status Act 2000 (as amended by the equality act 2004). The Equal Status Act promotes equality, prohibits certain kinds of discrimination (with some exceptions), prohibits sexual harassment and harassment (on the discriminatory grounds). This covers people who buy goods, use services and facilities and attend educational establishments. The Act also prohibits victimisation and provides that clubs which discriminate may lose their licence to sell alcohol. (www.asti.ie) PO4 Question 3 An example of workplace discrimination would be racial discrimination. This can take place when an employee of a certain race is paid less than the other employees or if they receive unfavourable treatment within the workplace. The problem can be noticed through unfair policies and dismissal without a certain reason. The employer can take positive action by coming to the person who is being discriminated against and find the people responsible for this and fire them immediately. These acts should be discussed with candidates before hiring them and let them know that their company will not tolerate any discrimination of any kind. Another example would be if a woman was being harassed by the men within the workplace to a serious extent. The manager would be in the hot seat if he didn’t get to the bottom of it. He would have to arrange a meeting with the woman in being harassed and find out who is behind it and fire them immediately. This would be one of the major problems that t he employer would face within the workplace and if not dealt with immediately could result in them losing their job. PO4 Question 4 Five pieces of current legislation relating to employment to cover the following issues are: Health, safety and welfare at work (Safety, Health and Welfare at Work Act 2005) This Act clarifies and enhances the responsibilities of employer‘s, the self-employed, employees and various other parties in relation to safety and health at work. The Act also details the role and functions of the Health and Safety Authority, provides for a range of enforcement measures that may be applied and specifies penalties that may be applied for breach of occupational safety and health (www.hsa.ie) Equality (Equality Act 2004 and Employment Equality Act 1998) Their main aim is to promote equality by forbidding discrimination within employment. (www.ahead.ie) Union Representation (Industrial Relations Act 1990) The definition of trade dispute no longer includes worker v. worker disputes, disputes about an individuals employment must first go through statutory or collectively agreed resolution procedures, private residences can no longer be picketed, secondary action is restricted, and trade unions must have rules providing for secret ballots before industrial action is taken. On the other hand, the ability of employers to get labour injunctions is restricted where there has been a secret ballot and strike notice has been given. (www.eurofound.europa.eu) Regulations Relating to Pay: National Minimum Wage Act 2000 The National Minimum Wage Act, 2000 provides that the minimum wage rate for an experienced adult employee from 1 May, 2005 is 7.65 euro per hour. Before then, the minimum wage rate was 7 euro per hour. The national minimum wage is reviewed at regular intervals (www.disability.ie) And the Payment Of Wage Act 1991 The employer is obliged to provide a written statement of wages and deductions at the time of payment. It is worth noting that in the case of schools in Ireland for the purposes of the Payment of Wages act, 1991 the Department of Education and Skills is deemed to the employer. (www.employmentrightsinireland.com) References Online at http://www.hsa.ie/eng/Topics/Managing_Health_and_Safety/Safety,_Health_and_Welfare_at_Work_Act_2005/ (accessed 12/02/14) Online at  http://www.disability.ie/disability-ie-information-portal/site-sections/rights-legislation/183-legislation-bills-and-act-s-from-ireland-and-uk/534-national-minimum-wage-act (accessed 12/02/14) Online at  http://www.asti.ie/?id=281 (accessed 12/02/14) Online at  http://employmentrightsireland.com/payment-of-wages-act-1991-payment-of-wages-in-irish-employment-law/ (accessed 12/02/14) Online at  http://www.eurofound.europa.eu/emire/IRELAND/INDUSTRIALRELATIONSACT1990-IR.htm (accessed 13/02/14) Online at  http://www.ahead.ie/inclusiveeducation_legislation_19982004acts (accessed 13/02/14)

Gravity-Centrifugal-Power-Motor :: essays research papers

SCM-Variation Gravity-Centrifugal-Power-Motor Objectives At chapter Swing-Circuit-Motor (SCM) above, a design was worked out corresponding to build-up of a loop-swing. There, two axis were demanded (system- and excenter-axis) and two  ´wheels ´ did turn within each other. So this will be a rather difficult technical construction. By this chapter now shall be examined, how effect of building-up mechancal oscillations could be realized easier. So only one axis should be neccessary, nevertheless masses should move like at uneven  ´movement of pendulum ´, above this phase shifting by intermediate storage of forces must be guaranteed. Pendulum with radial suspension At previous chapter Mechanical Oscillating Circuit Harald Chmela did mention example of a pendulum with radially working spring, like schematically shown once more at picture EV SKM 31 upside. Around system axis (SA) a pendulum, here called rotor arm (RT, German Rotortrà ¤ger), can swing. At the rotor arm effective mass (MP) can glide inside and outside. That radial movements are limited resp. controlled by a spring element (FE, German Federelement). Potential energy of level is transformed into kinetic energy at downward-phase, opposite energy of movement is re-transformed into energy of high level at upward-phase. In addition, power is stored into spring intermediately, so some later power is restored into pendulums oscillation. Mass will move at an U-shaped track. Mass will show maximum speed at its lowest point of track (A) and there will press down spring at its maximum. Following relaxation of spring will show analog relations of forces, based at symmetry, so this mechanical oscillation will be stable (no friction assumed). Effect of building-up oscillations can only be achieved, if symmetry is broken. This could be done e.g. as shown at picture EV SKM 31 downside. Asymmetric track Tension of spring downside should have to be stored for a short time, e.g. any mechanicsm could allow relaxation of spring some later (B). Counter stored energy then would exist less forces (resulting force of gravity power and centrifugal power), showing upward more and more. Power of spring afterward could move mass easier and faster towards upward-inside (C). Angles speed thus will be accelerated and mass will be brought to higher level (D) than starting level. This mechanical oscillating circuit thus will be build-up without input of energy from outside. Progressive suspension By this concept an asymmetric track is achieved. However, this pendulum swinging resp. effect of build-up oscillations is technically usable only if a momentum is achieved at a constant turning shaft.

Environment and Economy of Kuwait :: Geography

Environment and Economy of Kuwait Kuwait is not self-sufficient in agriculture but the country will be in the future. Its production of cereals, vegetables and fruit grown in the oasis of Jahra and scattered smallholdings is not sufficient for the population's needs, due to limitations of water supply, fertile soil, climate and manpower. Much of its food needs to be imported but government investment and the work of the Kuwait Experimental farm have led to improvements whereby existing resources are more efficiently utilized. Kuwait is a small arid desert land of about 6200 square miles. There is virtually no natural source of fresh water. Climatic conditions entail occasional high winds and dust storms, little or no rainfall, and summer temperatures as high as 120Ã ¸F. "Consequently, arable land amounts to less than 9% of total acreage."1 Soil deficiencies and the intense heat and sunlight allow continued cultivation only by expensive underground pipe-fed irrigation or by hydroponics. Ordinary irrigation under these conditions results in gradually increasing soil salinity. this phenomenon has been the cause of the estimated 1% annual decrease in arable land for the region as a whole. Hence, development of traditional agriculture is severely restricted. Kuwaitis are under no illusion that self-sufficiency will take less than 20 to 30 years to attain and even then it cannot include such items as beef and cereals. For Kuwait cereal production is considered too expensive and unnecessary. Self-sufficiency in poultry, vegetables and fruit is a visible goal: already Kuwait produces 60% of the eggs it needs, 40% of the poultry meat and 100% of the tomatoes. The next emphasis is likely to be on dairy farming and animal husbandry to increase the 25% of the required milk supplies that is produced in the country. The Kuwaitis are very conscious of the fact that urban growth and the hunting of animals which used to live in the desert has meant the virtual extinction of wildlife. Kuwait is importing from many countries animals such as cows, chickens and sheep. In view of Kuwait's extremely unpromising natural environment which was made even worse after the Persian Gulf War, the key to all its hopes for self-sufficiency lies in research and experiments. Their experimental farm research farm:Omariya, the Kuwait Institute for Scientific Research and the Kuwait Fund for the Advancement of Sciences are engaged in a variety of projects concerned with the hybridization of plants, animal breeding, the increase of yields in desert conditions, the treatment of brackish water and effluent water, irrigation methods, etc.

Calorimetry Essay

The purpose of this experiment was to find the specific heat formation of magnesium oxide by combining the two heat reactants using Hess’s Law. The purpose was also to measure the delta T which was the final temperature minus the initial temperature of the solution. The claim made was, based on the expected heat formation value found in magnesium metal and hydrochloric acid, the experimental enthalpy was much closer to the expected value in comparison the magnesium oxide and hydrochloric acid. The equations used in this experiment were 1. MG(s)+2HCl(aq)= MgCl2(aq)+ H2(g) 2. MgO(s)+2HCl(aq)=MgCl(aq)+H2O(l) 3. H2(g) +1/2O2(g)=H2O(l). We combined the listed equations we cancelled certain values using Hess’s Law to form magnesium oxide, Mg(s)+1/2O2(aq)=MgO(s). The experimental heat formation of magnesium oxide is -467.684 kJ/mol. Based on the results found, using the correlation coefficient (R2) and the maximum value of temperature final (which was found to be 70.934) we found the correlation between the trend lines (expected) to the experimental. Based on the data found this information supported our claim. There may have been several errors in the experiment one error may have been the lack of recording on time, meaning the stop watch was started later in the reaction. Another reason for error was the lack of taking the first trials measurement forcing us to estimate a mass which through off the results of the experiment in a whole. The final reason for error was not all of the magnesium oxide that was measured was experimented. These error sources listed above, may cause numerous problems for example the estimated mass for the first trial cause the results to skew, giving us a large error percentage of -21% if this trial was taken out the error percentage would be much lower. The stop watch did not start at the same time of the experiment which may cause an increase in the error percentage as well; due to this fault the temperature final would be much higher. The last error was the loss of product (magnesium oxide); this interfered with the experiment for the reason that based on what was expected (-601.24 kJ/mol) and what was experimented -141.990 kJ/mol was a much lower value.

Deception Point Page 30

The President shook his head. â€Å"I'm afraid I didn't make myself clear. You'll be doing the briefing from where you are via video conference.† â€Å"Oh.† Rachel hesitated. â€Å"What time did you have in mind?† â€Å"Actually,† Herney said, grinning. â€Å"How about right now? Everyone is already assembled, and they're staring at a big blank television set. They're waiting for you.† Rachel's body tensed. â€Å"Sir, I'm totally unprepared. I can't possibly-â€Å" â€Å"Just tell them the truth. How hard is that?† â€Å"But-â€Å" â€Å"Rachel,† the President said, leaning toward the screen. â€Å"Remember, you compile and relay data for a living. It's what you do. Just talk about what's going on up there.† He reached up to flick a switch on his video transmission gear, but paused. â€Å"And I think you'll be pleased to find I've set you up in a position of power.† Rachel didn't understand what he meant, but it was too late to ask. The President threw the switch. The screen in front of Rachel went blank for a moment. When it refreshed, Rachel was staring at one of the most unnerving images she had ever seen. Directly in front of her was the White House Oval Office. It was packed. Standing room only. The entire White House staff appeared to be there. And every one of them was staring at her. Rachel now realized her view was from atop the President's desk. Speaking from a position of power. Rachel was sweating already. From the looks on the faces of the White House staffers, they were as surprised to see Rachel as she was to see them. â€Å"Ms. Sexton?† a raspy voice called out. Rachel searched the sea of faces and found who had spoken. It was a lanky woman just now taking a seat in the front row. Marjorie Tench. The woman's distinctive appearance was unmistakable, even in a crowd. â€Å"Thank you for joining us, Ms. Sexton,† Marjorie Tench said, sounding smug. â€Å"The President tells us you have some news?† 33 Enjoying the darkness, paleontologist Wailee Ming sat alone in quiet reflection at his private work area. His senses were alive with anticipation for tonight's event. Soon I will be the most famous paleontologist in the world. He hoped Michael Tolland had been generous and featured Ming's comments in the documentary. As Ming savored his impending fame, a faint vibration shuddered through the ice beneath his feet, causing him to jump up. His earthquake instinct from living in Los Angeles made him hypersensitive to even the faintest palpitations of the ground. At the moment, though, Ming felt foolish to realize the vibration was perfectly normal. It's just ice calving, he reminded himself, exhaling. He still hadn't gotten used to it. Every few hours, a distant explosion rumbled through the night as somewhere along the glacial frontier a huge block of ice cracked off and fell into the sea. Norah Mangor had a nice way of putting it. New icebergs being born†¦ On his feet now, Ming stretched his arms. He looked across the habisphere, and off in the distance beneath the blaze of television spotlights, he could see a celebration was getting underway. Ming was not much for parties and headed in the opposite direction across the habisphere. The labyrinth of deserted work areas now felt like a ghost town, the entire dome taking on an almost sepulchral feel. A chill seemed to have settled inside, and Ming buttoned up his long, camel-hair coat. Up ahead he saw the extraction shaft-the point from which the most magnificent fossils in all of human history had been taken. The giant metal tripod had now been stowed and the pool sat alone, surrounded by pylons like some kind of shunned pothole on a vast parking lot of ice. Ming wandered over to the pit, standing a safe distance back, peering into the two-hundred-foot-deep pool of frigid water. Soon it would refreeze, erasing all traces that anyone had ever been here. The pool of water was a beautiful sight, Ming thought. Even in the dark. Especially in the dark. Ming hesitated at the thought. Then it registered. There's something wrong. As Ming focused more closely on the water, he felt his previous contentedness give way to a sudden whirlwind of confusion. He blinked his eyes, stared again, and then quickly turned his gaze across the dome†¦ fifty yards away toward the mass of people celebrating in the press area. He knew they could not see him way over here in the dark. I should tell someone about this, shouldn't I? Ming looked again at the water, wondering what he would tell them. Was he seeing an optical illusion? Some kind of strange reflection? Uncertain, Ming stepped beyond the pylons and squatted down at the edge of the pit. The water level was four feet below the ice level, and he leaned down to get a better look. Yes, something was definitely strange. It was impossible to miss, and yet it had not become visible until the lights in the dome had gone out. Ming stood up. Somebody definitely needed to hear about this. He started off at a hurried pace toward the press area. Completing only a few steps, Ming slammed on the brakes. Good God! He spun back toward the hole, his eyes going wide with realization. It had just dawned on him. â€Å"Impossible!† he blurted aloud. And yet Ming knew that was the only explanation. Think, carefully, he cautioned. There must be a more reasonable rationale. But the harder Ming thought, the more convinced he was of what he was seeing. There is no other explanation! He could not believe that NASA and Corky Marlinson had somehow missed something this incredible, but Ming wasn't complaining. This is Wailee Ming's discovery now! Trembling with excitement, Ming ran to a nearby work area and found a beaker. All he needed was a little water sample. Nobody was going to believe this! 34 â€Å"As intelligence liaison to the White House,† Rachel Sexton was saying, trying to keep her voice from shaking as she addressed the crowd on the screen before her, â€Å"my duties include traveling to political hot spots around the globe, analyzing volatile situations, and reporting to the President and White House staff.† A bead of sweat formed just below her hairline and Rachel dabbed it away, silently cursing the President for dropping this briefing into her lap with zero warning. â€Å"Never before have my travels taken me to quite this exotic a spot.† Rachel motioned stiffly to the cramped trailer around her. â€Å"Believe it or not, I am addressing you right now from above the Arctic Circle on a sheet of ice that is over three hundred feet thick.† Rachel sensed a bewildered anticipation in the faces on the screen before her. They obviously knew they had been packed into the Oval Office for a reason, but certainly none of them imagined it would have anything to do with a development above the Arctic Circle. The sweat was beading again. Get it together, Rachel. This is what you do. â€Å"I sit before you tonight with great honor, pride, and†¦ above all, excitement.† Blank looks. Screw it, she thought, angrily wiping the sweat away. I didn't sign up for this. Rachel knew what her mother would say if she were here now: When in doubt, just spit it out! The old Yankee proverb embodied one of her mom's basic beliefs-that all challenges can be overcome by speaking the truth, no matter how it comes out. Taking a deep breath, Rachel sat up tall and looked straight into the camera. â€Å"Sorry, folks, if you're wondering how I could be sweating my butt off above the Arctic Circle†¦ I'm a little nervous.† The faces before her seemed to jolt back a moment. Some uneasy laughter. â€Å"In addition,† Rachel said, â€Å"your boss gave me about ten seconds' warning before telling me I would be facing his entire staff. This baptism by fire is not exactly what I had in mind for my first visit to the Oval Office.†